WACO THEATER CENTER

As filed

Subsection

03

NTEE code

A20

Classification

1000

Street

5062 LANKERSHIM BLVD MB 160

These codes are the IRS's own and are shown exactly as filed. What each one means is in the Business Master File documentation (opens in a new tab).

Mission and programs · 2024

• WACO'S MOST AMBITIOUS PROGRAMMATIC UNDERTAKING OF FY25 WAS THE CONTINUED DEVELOPMENT OF STILL HERE - A DUAL-PLATFORM CREATIVE INTERVENTION THAT EXISTS AT THE INTERSECTION OF ART, ADVOCACY, AND PUBLIC HEALTH. STILL HERE IS BOTH A WRITTEN PUBLICATION AND A LIVE PERFORMANCE EXPERIENCE, AND TOGETHER THEY FORM A POWERFUL, UNAPOLOGETIC RESPONSE TO ONE OF THE MOST UNDERREPORTED HEALTH CRISES FACING BLACK WOMEN TODAY: THE RISING RATE OF HIV DIAGNOSES IN BLACK COMMUNITIES ACROSS THE COUNTRY. THE STILL HERE MAGAZINE WAS COMPLETED FOR PRINTING DURING THIS FISCAL YEAR - A LANDMARK ACHIEVEMENT REPRESENTING MONTHS OF CREATIVE LABOR AND COMMUNITY COLLABORATION. THE PUBLICATION FEATURES STORIES COMMISSIONED FROM 32 BLACK WOMEN WRITERS, EACH BRINGING A DISTINCT VOICE, PERSPECTIVE, AND LIVED EXPERIENCE TO THE PAGE. THE RESULT IS NOT A CLINICAL HEALTH RESOURCE. IT IS A LIVING DOCUMENT - PART ANTHOLOGY, PART RESOURCE GUIDE, PART LOVE LETTER TO BLACK WOMEN - THAT MEETS READERS WITH HONESTY, DIGNITY, AND CARE. THE MAGAZINE IS DESIGNED TO REDUCE STIGMA, SPARK CONVERSATION, AND AFFIRM THE LIVES OF WOMEN WHO HAVE TOO OFTEN BEEN RENDERED INVISIBLE IN BOTH MAINSTREAM MEDIA AND PUBLIC HEALTH DISCOURSE. ALONGSIDE THE MAGAZINE, THE STILL HERE LIVE EXPERIENCE WAS DEVELOPED FOR THE STAGE - A ONE-OF-A-KIND 360-DEGREE PERFORMANCE THAT FUSES STORYTELLING, VIDEO, MUSIC, AND DANCE INTO AN IMMERSIVE THEATRICAL ENCOUNTER BROUGHT TO LIFE INSIDE A HAIR SALON, ONE OF THE MOST SACRED AND TRUSTED COMMUNAL SPACES IN BLACK WOMEN'S LIVES. A TEAM OF 20 CREATIVE COLLABORATORS - INCLUDING ACTORS, DIRECTORS, A CHOREOGRAPHER, A MULTIMEDIA ARTIST, A HAIR ARTIST, A VISUAL ARTIST, AND A COSTUME DESIGNER - CAME TOGETHER TO BUILD THIS EXPERIENCE FROM THE GROUND UP THROUGH A DEVISED, COHORT-BASED CREATIVE PROCESS. STILL HERE LIVE IS POWERED BY THE VOICES OF LOCAL AND NATIONAL ACTIVISTS AND ADVOCATES WHO REFUSE TO LET THIS CONVERSATION REMAIN IN THE SHADOWS. THE PRODUCTION IS SCHEDULED TO MAKE ITS LOS ANGELES DEBUT IN SEPTEMBER 2025, WITH A NATIONAL TOUR TO BATON ROUGE AND ATLANTA IN 2026 - BRINGING THIS VITAL WORK TO THE COMMUNITIES THAT NEED IT MOST

  Expenses $1,205,734

• WACO'S EDUCATION PROGRAM, THE ANGELS AND WARRIORS MENTORSHIP PROGRAM, IS BUILT ON A SIMPLE BUT RADICAL BELIEF: EVERY YOUNG PERSON DESERVES TO BE SEEN, SUPPORTED, AND EQUIPPED TO PURSUE THEIR FULLEST POTENTIAL. THE PROGRAM PROVIDES COMPREHENSIVE WRAP-AROUND SERVICES DESIGNED TO FACILITATE PERSONAL DEVELOPMENT AND GROWTH FOR YOUNG PEOPLE FROM 8TH GRADE THROUGH COLLEGE - MEETING THEM WHERE THEY ARE AND WALKING ALONGSIDE THEM AS THEY GROW. AT THE CORE OF ANGELS AND WARRIORS IS THE WORK OF HELPING YOUNG PEOPLE IDENTIFY THEIR DREAMS AND THEN BUILDING THE CLARITY, DISCIPLINE, AND SKILL TO ACTUALLY ACHIEVE THEM. THIS IS NOT A PASSIVE PROGRAM. IT IS AN ACTIVE, RELATIONAL INVESTMENT IN THE NEXT GENERATION OF BLACK ARTISTS, LEADERS, AND CHANGE-MAKERS. THROUGH MENTORSHIP, PARTICIPANTS DEVELOP NOT ONLY ARTISTIC SKILLS BUT THE CONFIDENCE AND SELF-AWARENESS TO NAVIGATE THE WORLD ON THEIR OWN TERMS. THE PROGRAM CURRICULUM IS INTENTIONALLY EXPANSIVE - EXTENDING BEYOND CLASSROOM WALLS THROUGH OFF-SITE FIELD TRIPS, HANDS-ON WORKSHOPS, AND MEANINGFUL ENCOUNTERS WITH GUEST ARTISTS. THESE EXPERIENCES EXPOSE YOUNG PEOPLE TO THE FULL BREADTH OF CAREERS AVAILABLE IN THE ARTS WHILE FOSTERING A DEEP APPRECIATION FOR CREATIVE EXPRESSION AS BOTH A PERSONAL AND PROFESSIONAL PATH. ANGELS AND WARRIORS DOESN'T JUST DEVELOP ARTISTS - IT DEVELOPS WHOLE PEOPLE.

  Expenses $180,198

• AS WACO DEEPENS ITS ROOTS IN LEIMERT PARK AHEAD OF OUR VENUE TRANSITION, OUR COMMUNITY ENGAGEMENT PROGRAM THIS YEAR WAS ANCHORED BY THE OUR VISION PORTRAIT AND ARCHIVE CAMPAIGN - AN EXPANSIVE, PARTICIPATORY INITIATIVE DEDICATED TO DOCUMENTING THE SPIRIT, FACES, AND STORIES OF THE LEIMERT PARK COMMUNITY IN A PERMANENT, PUBLICLY ACCESSIBLE ARCHIVE. THE CAMPAIGN WAS BUILT ON THE CONVICTION THAT COMMUNITY MEMBERS ARE NOT JUST THE AUDIENCE FOR ART - THEY ARE THE ART ITSELF. EVERY PORTRAIT, EVERY ORAL HISTORY, EVERY PLANNING CONVERSATION WAS AN ACT OF CULTURAL PRESERVATION, ENSURING THAT THE PEOPLE WHO HAVE SHAPED THIS NEIGHBORHOOD ARE SEEN, HONORED, AND REMEMBERED. THE RESULTS SPEAK TO THE DEPTH OF COMMUNITY TRUST AND PARTICIPATION THE CAMPAIGN GENERATED: 135+ PORTRAITS WERE CAPTURED, EACH ONE A TESTAMENT TO THE PRESENCE, BEAUTY, AND RESILIENCE OF LEIMERT PARK'S COMMUNITY MEMBERS. THESE ARE NOT PASSIVE IMAGES - THEY ARE DECLARATIONS OF EXISTENCE, GATHERED WITH INTENTION AND CARE. 60 MINI ORAL HISTORIES WERE COLLECTED THROUGH INTIMATE CONVERSATIONS WITH PARTICIPANTS - PRESERVING PERSONAL NARRATIVES, NEIGHBORHOOD MEMORIES, AND COMMUNITY WISDOM THAT MIGHT OTHERWISE GO UNDOCUMENTED. THE CAMPAIGN WAS GROUNDED IN GENUINE COMMUNITY PROCESS, NOT TOP-DOWN PROGRAMMING. 5 PLANNING MEETINGS WERE HELD WITH COMMUNITY MEMBERS AND PARTNERS TO COLLABORATIVELY GUIDE AND SHAPE THE DIRECTION OF THE INITIATIVE. 2 ORAL HISTORY TABLING SESSIONS WERE HOSTED AT THE BELOVED SUNDAY MARKETPLACE, CREATING LOW-BARRIER, ACCESSIBLE OPPORTUNITIES FOR NEIGHBORS TO SHARE THEIR STORIES ON THEIR OWN TERMS. AND 1 PORTRAIT SHOOT ACTIVATION BROUGHT THE COMMUNITY TOGETHER IN A CELEBRATORY GATHERING WHERE PARTICIPANTS WERE PHOTOGRAPHED AS PART OF BOTH THE EXHIBITION AND THE PERMANENT ARCHIVE. THE CULMINATING EXHIBITION NOW LIVES ON THE OUTDOOR WALLS OF A BUILDING IN LEIMERT PARK - A PUBLIC, PERMANENT INSTALLATION THAT TRANSFORMS THE NEIGHBORHOOD ITSELF INTO A GALLERY. IT IS VISIBLE TO EVERY PERSON WHO WALKS THOSE STREETS, A DAILY REMINDER THAT THIS COMMUNITY'S HISTORY, BEAUTY, AND HUMANITY ARE WORTH DISPLAYING FOR THE WORLD TO SEE.

  Expenses $111,750

• DURING THIS FISCAL YEAR, WACO MADE SIGNIFICANT INVESTMENTS IN ORGANIZATIONAL INFRASTRUCTURE TO ENSURE THAT OUR TRANSITION TO THE VISION THEATRE IS NOT ONLY SUCCESSFUL, BUT SUSTAINABLE. WE RECOGNIZE THAT A MOVE OF THIS MAGNITUDE REQUIRES MORE THAN ENTHUSIASM AND ARTISTIC VISION - IT REQUIRES SOUND PLANNING, STRONG GOVERNANCE, DIVERSIFIED FINANCIAL STRATEGY, AND THE LEADERSHIP CAPACITY TO STEWARD A COMPLEX, MULTI-PROGRAM INSTITUTION AT A NEW LEVEL OF SCALE. BECOMING THE VISION IS THE WORK OF BUILDING ALL OF THOSE THINGS AT ONCE. TO GUIDE THIS PROCESS, WACO ENGAGED EXPERIENCED PLANNING CONSULTANTS WHOSE EXPERTISE SPANS NONPROFIT ORGANIZATIONAL DEVELOPMENT, ARTS ADMINISTRATION, AND INSTITUTIONAL CAPACITY BUILDING. THESE PARTNERSHIPS WERE NOT TRANSACTIONAL. THEY WERE DEEPLY COLLABORATIVE ENGAGEMENTS DESIGNED TO ALIGN OUR ORGANIZATIONAL STRUCTURE WITH THE AMBITION AND RESPONSIBILITY OF OPERATING A MAJOR PERFORMING ARTS COMPLEX IN ONE OF LOS ANGELES' MOST HISTORICALLY SIGNIFICANT CULTURAL CORRIDORS. THE WORK THIS FISCAL YEAR CENTERED ON THREE INTERCONNECTED AREAS OF DEVELOPMENT: BUSINESS PLANNING. WACO WORKED WITH CONSULTANTS TO DEVELOP A COMPREHENSIVE BUSINESS PLAN THAT CHARTS A CLEAR AND REALISTIC PATHWAY FOR OPERATING THE VISION THEATRE PERFORMING ARTS COMPLEX. THIS PLAN EXAMINES OUR PROGRAMMING MODEL, OPERATIONAL CAPACITY, STAFFING STRUCTURE, REVENUE STREAMS, AND LONG-TERM FINANCIAL SUSTAINABILITY. IT TRANSLATES WACO'S ARTISTIC MISSION INTO AN ORGANIZATIONAL ROADMAP - ONE THAT HONORS WHO WE ARE WHILE PREPARING US FOR THE DEMANDS AND OPPORTUNITIES OF WHO WE ARE BECOMING. FUNDRAISING STRATEGY. EXPANDING INTO A MAJOR PERFORMING ARTS VENUE REQUIRES AN EQUALLY EXPANDED APPROACH TO RESOURCE DEVELOPMENT. THIS FISCAL YEAR, WACO DEVELOPED A ROBUST FUNDRAISING PLAN DESIGNED TO DIVERSIFY AND GROW OUR REVENUE BASE IN ALIGNMENT WITH OUR NEW OPERATIONAL REALITY. THIS PLAN ENCOMPASSES INDIVIDUAL GIVING, INSTITUTIONAL PHILANTHROPY, GOVERNMENT FUNDING, EARNED REVENUE, AND CORPORATE PARTNERSHIPS - BUILDING THE FINANCIAL ARCHITECTURE NECESSARY TO SUPPORT A THRIVING, COMMUNITY-CENTERED ARTS COMPLEX FOR YEARS TO COME. BOARD DEVELOPMENT. STRONG GOVERNANCE IS THE BACKBONE OF ANY ENDURING INSTITUTION. AS WACO GROWS, SO TOO MUST THE LEADERSHIP THAT GUIDES IT. THIS YEAR, WE ENGAGED IN INTENTIONAL BOARD DEVELOPMENT WORK - IDENTIFYING THE SKILLS, PERSPECTIVES, AND NETWORKS NEEDED TO BUILD A BOARD THAT IS EQUIPPED TO GOVERN A PERFORMING ARTS COMPLEX, ADVOCATE FOR WACO'S MISSION, AND STEWARD OUR RESOURCES WITH EXCELLENCE AND ACCOUNTABILITY. THIS WORK IS AS MUCH ABOUT ORGANIZATIONAL CULTURE AS IT IS ABOUT STRUCTURE - CULTIVATING A GOVERNANCE MODEL THAT REFLECTS WACO'S VALUES AND THE COMMUNITY WE SERVE.

  Expenses $88,670

As filed on the 2024 return. The filer continues this part on Schedule O, which is not shown here.

Officers and directors · 2024

As listed in Part VII of the 2024 return, in the order the filer printed them. Each return names its own; this is not a roster the organization keeps with us.

• RICHARD LAWSON

  FORMER OFFIC

  Total calculated

  $125,000

  From this org

  $125,000

  From related orgs

  $0

  Other

  $0

  Hours/week

  40

  Schedule J breakdown matched by us

  Base

  $125,000

  Bonus

  —not reported

  Other

  —not reported

  Deferred

  —not reported

  Nontaxable benefits

  —not reported

  Filer's total

  $125,000

• TINA KNOWLES

  PRESIDENT

  Total calculated

  $125,000

  From this org

  $125,000

  From related orgs

  $0

  Other

  $0

  Hours/week

  40

• ANGELIKI GIANNAKOPOLOUS

  SECRETARY

  Total calculated

  $0

  Hours/week

  1

• MELBA LFARQUHAR

  TREASURER

  Total calculated

  $0

  Hours/week

  1

• GLYNN TURMAN

  BOARD MEMBER

  Total calculated

  $0

  Hours/week

  1

• RALPH FARQUHAR

  BOARD MEMBER

  Total calculated

  $0

  Hours/week

  1

• JOHN WISEMAN

  BOARD MEMBER

  Total calculated

  $0

  Hours/week

  1

• SHAY WAFER

  EXECUTIVE DI

  Total calculated

  $125,500

  From this org

  $125,500

  From related orgs

  $0

  Other

  $0

  Hours/week

  40

Compensation is as filed in Part VII: reportable pay from this organization and from related organizations, other compensation, and hours per week. The total, marked calculated, is our sum of the three dollar columns, with a blank column counted as $0; the form itself has no total. On a Form 990-EZ the columns are Part IV's instead, and on a Form 990-PF Part VIII's — compensation, contributions to benefit plans, and expense account — and the total sums those. A Schedule J breakdown is as filed: base pay, bonus, other, deferred compensation and nontaxable benefits from this organization, with any from related organizations beside each, and the filer's own total. It is shown with the Part VII listing of the same name on the same return. The form gives no key between the two, so that pairing is ours, and is marked matched by us. Earlier years are each on their own filing page.

Filings

• 2024

  Revenue

  $143,808

  Expenses

  $2,009,512

  Contributions

  $49,019

  Grants paid

  $0

• 2023

  Revenue

  $1,338,003

  Expenses

  $1,981,256

  Contributions

  $1,310,612

  Grants paid

  $0

• 2022

  Revenue

  $1,866,880

  Expenses

  $3,702,109

  Contributions

  $585,535

  Grants paid

  $0

The four totals the IRS asks for on Part I of the Form 990, as filed. A dash means the figure was not present on the return — not that it was zero.

Other returns filed

• 2021 · 990

  Revenue

  $4,502,178

  Expenses

  $2,849,190

  Assets (EOY)

  $5,590,838

• 2020 · 990

  Revenue

  $3,112,232

  Expenses

  $1,847,007

  Assets (EOY)

  $4,060,821

• 2019 · 990

  Revenue

  $2,489,860

  Expenses

  $1,592,904

  Assets (EOY)

  $2,754,972

• 2018 · 990

  Revenue

  $1,646,225

  Expenses

  $1,186,937

  Assets (EOY)

  $1,780,188

• 2017 · 990

  Revenue

  $1,467,944

  Expenses

  $922,389

  Assets (EOY)

  $1,243,318

• 2016 · 990

  Revenue

  $773,084

  Expenses

  $319,626

  Assets (EOY)

  $715,976

Nonprofiteer parses Forms 990, 990-EZ and 990-PF, in a window of recent tax years. These returns are recorded from the IRS e-file index, so their figures were extracted by that index rather than read from the return here — treat them as a different source from the filings above, not as more of the same record. A dash means the index carries no figure; Form 990-T listings carry none at all.

Grants made

No itemized grants to organizations. Schedule I is filed only by organizations that granted more than $5,000 to a recipient, so most filers have none.

Grants received

• FIDELITY INVESTMENTS CHARITABLE GIFT FUND

  $1,400,000

  2024 · For grant recipient's exempt purposes

• FIDELITY INVESTMENTS CHARITABLE GIFT FUND

  $1,400,000

  2023 · For grant recipient's exempt purposes

• GIVELIFY GIVE-COM FOUNDATION

  $100,000

  2022 · To support the mission of the non profit entity.

• BRIDGEMAN CHARITABLE GROUP INC

  $75,000

  2022 · EMPOWERMENT OF LOS ANGELES ARTISTS, YOUNG PEOPLE AND STORIES OF AFRICAN DIASPORA

• BLACK LIVES MATTER FOUNDATION INC

  $60,000

  2022 · TO CONDUCT ACTIVITIES TO SUPPORT BLACK COMMUNITIES

• FIDELITY INVESTMENTS CHARITABLE GIFT FUND

  $20,000

  2022 · For grant recipient's exempt purposes

• CALIFORNIA HUMANITIES

  $15,000

  2022 · CORE PROGRAMS

Other IRS files