Lucilles 1913 Community Kitchen

Conscious Community Collective

aka Lucille's 1913 Conscious Community Collective   |   Houston, TX   |
GuideStar Charity Check

Lucilles 1913 Community Kitchen

EIN: 85-2070701


Lucille’s 1913 is building a vertically integrated ecosystem that will combat food insecurity and waste; creating training and employment opportunities in traditionally under-resourced neighborhoods; and empowering communities to discover a self sustainable livelihood through culinary and cultural arts.

Ruling year info


Executive Director

Christopher E Williams

Main address

12401 S Post Oak Rd Ste J

Houston, TX 77045 USA

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Subject area info

Arts and culture

Environmental justice

Agricultural education

Community and economic development

Food aid

Population served info

Children and youth

Older adults



Non-adult children

Show more populations served

NTEE code info

Food Service, Free Food Distribution Programs (K30)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Tax forms

Show Forms 990


Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Through our Collective, our recipients will benefit from the fresh products, while farms and vendors will benefit from a steady cash flow by working directly with us and minimizing waste. Our menus are custom built, born out of our partners’ needs which ensures our clients and food recipients receive fresh nutritious produce every day.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?


In an effort to combat food insecurity and waste while creating sustainable community development, Lucille’s 1913 launched its farming initiative in 2022. The program’s hub is stationed in Kendleton, TX, a once historic farming community turned food desert that was originally inhabited by emancipated slaves following the Civil War. The farm’s function is to provide residents with produce access at whole sale prices; create employment opportunities for Kendleton residents; and power Lucille’s Hospitality Group’s vertically integrated ecosystem, providing freshly grown produce to its culinary and community concepts, providing sustainable program income for the organization.
There is a large garden at The Community Collective in Southwest Houston. The waste and excess from both properties also helps drive the non-profit’s sustainability initiatives, providing contents for its fermentation and composting both of which propel its ultimate goal of becoming a zero waste entity.

Population(s) Served

Born out of a need during the heart of the pandemic, Lucille’s 1913’s meal program fueled the non-profit’s inception, providing a consistent and holistic meal source for food insecure communities — from strained healthcare workers to under-resourced seniors. Crossing the threshold of 1,000,000 meals distributed, the program has now evolved to deepen its impact. We partner with community based organizations and funders to support meal programs in schools, older living and food insecure communities.

Population(s) Served
Social and economic status
Older adults
Ethnic and racial groups

The Hogan Brown Gallery seeks to provide community-centered education and commerce for burgeoning local artists. Operated by Lucille’s 1913 — the philanthropic arm of Lucille’s Hospitality Group — the gallery’s inception serves as an art-focused extension of the nonprofit's mission to empower communities to discover a self-sustainable livelihood through cultural and culinary arts. Hogan Brown’s name pays homage to the surnames of LHG Founder Chris Williams’s grandparents, who persevered during the segregation era by succeeding at the “art” of entrepreneurship. The gallery will channel that same spirit to empower working artists with a community-embedded gallery space to exhibit and sell their works, while also providing business-centered education and resources to further their artistic enterprise. The Hogan Brown Gallery and its exhibiting artists will also devote art-driven educational opportunities to Third Ward’s next generation of creative

Population(s) Served
Social and economic status
Age groups
Artists and performers
Self-employed people

The reimagined Eldorado Ballroom channels the historic venue’s legacy as a visual and spiritual symbol of the Third Ward community. The Ballroom’s return serves as a living extension of the nonprofit's expanded mission to empower communities to discover a self-sustainable livelihood through cultural and culinary arts. The venue’s future will honor its past, continuing to serve as a home for both established and emerging musicians to share their talents via live concerts and music events as well as providing a community-centered space for the neighborhood to host, gather, and celebrate.

Population(s) Served
Social and economic status
Ethnic and racial groups
Children and youth
Social and economic status
Ethnic and racial groups
Children and youth
Artists and performers

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of farmer members of the Coop or suppliers of the SME/Enterprise that are producing crops/products and selling them to the SMEs/Coop/Enterprise

This metric is no longer tracked.
Totals By Year
Population(s) Served

Age groups, Social and economic status, Farmers

Related Program


Type of Metric

Context - describing the issue we work on

Direction of Success


Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Lucille’s 1913 is building a vertically integrated ecosystem that will combat food insecurity and waste; create training and employment opportunities in traditionally under-resourced neighborhoods; and empower communities to discover a self sustainable livelihood through food.

* Use Community Kitchens as a training and empowering tool
* Build gardens to combat food insecurity
* Create Full Circle Farming Models that take projects from seed to harvest, to plate, to fermentations, and composting.
* create training and employment opportunities;
* empower communities to discover a self-sustainable livelihood through the medium of food.

Our Executive Director has an extensive History in the Restaurant industry and our Director of Development has over 25 years of experience in the philanthropy and nonprofit industry.

Since April, we have feed over 200k seniors and economically disadvantages individuals and have successfully started two garden projects.

Our goal is to create at least 5 new gardens yearly.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To strengthen relationships with the people we serve

  • Which of the following feedback practices does your organization routinely carry out?

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback


Lucilles 1913 Community Kitchen
Fiscal year: Jan 01 - Dec 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 2.58 over 3 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 4 over 3 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 8% over 3 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Lucilles 1913 Community Kitchen

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Lucilles 1913 Community Kitchen

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

Lucilles 1913 Community Kitchen

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of Lucilles 1913 Community Kitchen’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

Created in partnership with

Business model indicators

Profitability info 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $160,282 $555,779 -$593,673
As % of expenses 103.4% 38.2% -34.9%
Unrestricted surplus (deficit) after depreciation $160,282 $555,294 -$604,565
As % of expenses 103.4% 38.2% -35.3%
Revenue composition info
Total revenue (unrestricted & restricted) $315,276 $2,029,417 $1,107,353
Total revenue, % change over prior year 0.0% 543.7% -45.4%
Program services revenue 0.0% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.0%
Government grants 0.0% 40.4% 9.2%
All other grants and contributions 100.0% 59.6% 53.2%
Other revenue 0.0% 0.0% 37.5%
Expense composition info
Total expenses before depreciation $154,994 $1,454,169 $1,701,026
Total expenses, % change over prior year 0.0% 838.2% 17.0%
Personnel 39.1% 41.1% 47.3%
Professional fees 0.3% 0.9% 6.0%
Occupancy 6.1% 3.3% 0.0%
Interest 0.0% 0.0% 0.1%
Pass-through 0.0% 0.0% 0.0%
All other expenses 54.4% 54.6% 46.6%
Full cost components (estimated) info 2020 2021 2022
Total expenses (after depreciation) $154,994 $1,454,654 $1,711,918
One month of savings $12,916 $121,181 $141,752
Debt principal payment $0 $0 $0
Fixed asset additions $0 $58,256 $101,317
Total full costs (estimated) $167,910 $1,634,091 $1,954,987

Capital structure indicators

Liquidity info 2020 2021 2022
Months of cash 5.6 6.2 0.2
Months of cash and investments 5.6 6.2 0.2
Months of estimated liquid unrestricted net assets 12.4 5.4 -0.3
Balance sheet composition info 2020 2021 2022
Cash $72,632 $750,361 $31,376
Investments $0 $0 $0
Receivables $87,650 $9,092 $66,828
Gross land, buildings, equipment (LBE) $0 $58,256 $159,573
Accumulated depreciation (as a % of LBE) 0.0% 0.8% 7.1%
Liabilities (as a % of assets) 0.0% 12.4% 70.4%
Unrestricted net assets $160,282 $715,576 $111,011
Temporarily restricted net assets N/A N/A N/A
Permanently restricted net assets N/A N/A N/A
Total restricted net assets $0 $0 $0
Total net assets $160,282 $715,576 $111,011

Key data checks

Key data checks info 2020 2021 2022
Material data errors No No No


The people, governance practices, and partners that make the organization tick.

Form 1023/1024 is not available for this organization

Executive Director

Christopher E Williams

Chris Williams was always destined to be a chef; he simply didn’t know it yet. Drawn to study food from a young age, he attended Le Cordon Blue in Austin, Texas and soon began traveling around the world, working in eateries in Lithuania, England, the U.S., and all points in between. His insatiable hunger to learn everything about world cuisine unexpectedly led him back to his own family tree. Chef Williams heard bits and pieces about his great-grandmother, Lucille Bishop Smith, but it wasn’t until Williams began developing his own restaurant concept that he discovered a family history steeped in mouthwatering Southern cuisine.

Number of employees

Source: IRS Form 990

Lucilles 1913 Community Kitchen

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Lucilles 1913 Community Kitchen

Board of directors
as of 08/30/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Darryl Thomas

Strategic Franchise Consulting

Jennifer Williams


C. Brian Williams

Step Africa

Reginald "Reggie" Browne

Retired: Exxon

Khang Hoang

Lucille's Houston

Teeba Rose

University of Houston

Antoinette M. "Tony" Jackson

Banks Law Firm

Benjamin Williams

The Highway Distillery

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Not applicable
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Not applicable

Organizational demographics

SOURCE: Self-reported; last updated 1/20/2021

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Black/African American
Gender identity
Male, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data


No data