Folly Theater
Enhancing Lives Through the Power of the Arts
Folly Theater
EIN: 43-6054615
as of November 2023
as of November 13, 2023
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Preservation of the Historic Folly Theater
At the forefront of our mission is our stewardship role as the painstaking caretaker and preserver of the 120 year old historic Folly Theater, which truly is an irreplaceable community asset. Without question, building overhead and maintenance costs represent our greatest challenge as a non-profit organization, as well as wanting to build our staff to increase our capabilities.
Folly Kids' Series
The Folly Kids’ Series presents professional, nationally-touring children’s theater companies, as well as collaborations with other local arts organizations in order to serve the educational, social, and cultural needs of the community. The Series is a valuable asset to the education community, providing a rich arts experience tied to curricula: literature, social studies, and history. Because the series also entertains, the joys of knowledge and learning present themselves in new ways to school children extending their education beyond the performances on stage. Many of the students who participate in the Folly Kids Series, some as young as Kindergarten and First Grade, have never stepped inside a true theater nor experienced live entertainment. These performances can be transformational experiences for these children. Currently, the Folly is in meetings with many of the organizations in Kansas City in order to incorporate STEAM into our Kids' Programming offerings.
Folly Jazz Series
The Folly regularly presents national-level jazz artists who perform with their own working groups in an intimate, acoustically-superior concert setting. Joe Klopus of The Kansas City Star described the Folly Jazz Series as "The area's premier jazz concert series." The Folly Jazz Series includes a selection of artists which provide a balance of innovation and tradition, presenting both veteran artists as well as younger, emerging artists who have established themselves at the national level. Downbeat Magazine has named the Folly Theater "one of the 150 best jazz venues in the world".
"Folly-Bridge Americana Series"
Since 2006, the Folly has hosted Cyprus Avenue Live at the Folly, in conjunction with partner radio station and NPR affiliate KCUR 89.3, and with host Bill Shapiro. Mr. Shapiro retired in 2018, and the Folly has created a new potential partnership for programming, including an Americana Series with KTBG - The Bridge, radio station, and is talking to former partner KCUR about the creation of a new series partnership.
Theater Rental
The historic Folly Theater serves the Kansas City community as an important host venue for many events. The Folly is available for performances, benefits, recitals, business functions, award presentations, and all special occasion gatherings. The Folly possesses an intimate performance space with world-class acoustics and state-of-the-art lighting and sound systems, all of which serve to enhance the many events that take place each year. It is occupied by rental clients approximately 120+ nights a year.
Where we work
Accreditations
National Register of Historic Places - Listed Property 1981
Awards
2023 "Outstanding Historic Theatre" 2023
League of Historic American Theatres
Affiliations & memberships
League of Historic American Theatres 2013
Nonprofit Connect of Greater Kansas City 2013
Chamber of Commerce 2014
Americana Music Association 2019
Greater Kansas City Attractions Association 2018
National Independent Venue Association 2021
KC Culture Cares 2021
ArtsKC 2012
External reviews

Photos
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
The Folly Theater's primary strategic goals are: 1. Elevate the Folly's historic integrity with improvements that modernize the facility in order to improve and enhance the patron and artist experience; 2. Actively cultivate an inclusive culture of diversity, creativity, and enthusiasm so that everyone feels represented by the artists on our stage and a sense of belonging; and 3. Achieve and manage sustainable financial results.
What are the organization's key strategies for making this happen?
We have for several years embarked on the Folly 2020 Campaign, and currently have approximately $950,000 in Endowment Funds, and $2.5 million in Capital Funds, which has been utilized to enhance and update our lobby spaces and Shareholders Rooms and install an entirely new HVAC system. We have created a leadership team who have helped us designate funding support, and have approached those funders. We have been successful in achieving our current goal of updating the downstairs lobby spaces, restrooms, bar area, HVAC system and Patron's Lounge and are now embarking on Phase II fundraising for the replacement of the theater seats, refurbishing the upstairs lobby space, restrooms and bar area, newly refurbished dressing rooms for our artists and a new stage curtain, which will cost approximately $2.7 million. In addition, during COVID, the theater had to shut down, and we utilized this time to come up with options to create a safe and healthy environment for our patrons, staff, volunteers, crew and artists when we could return to doing performances. Some of the enhancements: new filters, upgraded cleaning protocols, different entry points to avoid congestion, no bar service (for the time being), touchless ticketing, plexiglass for box office, enforced mask-wearing, social distancing signage in restrooms, and on floors, and more.
What are the organization's capabilities for doing this?
Although we are a small organization (6 full time paid staff), we have strong board support and community support for the Folly Theater. Our Development Director, Brian Williams is strategically mapping out our approach with myself and the Folly 2020 leadership team in order to accomplish our goals. We are fortunate to have several key community funders who have continued to support the Folly through the years, due to our demonstration of success in achieving our goals. We have also now added new board members (for a total of 20 board members) to our team, with additional contacts in the community, and knowledge of the arts.
What have they accomplished so far and what's next?
As with any historic facility, there are always opportunities for improvements. Unfortunately, during COVID, we had to delay our Phase II renovation plans, but we now are working toward our Capital Campaign goals in order to do this project in summer of 2022. At that time, we look forward to installing new theater seating in the future for more comfort for our patrons, refurbished (original) wood floors, new carpeting, new lighting, enhanced and updated dressing rooms for our world-class artists, an updated mezzanine lobby to enhance the patron experience, and updated directional signage.
We have accomplished installing a new HVAC system (the first since 1981), and refurbishing and updating our downstairs lobby spaces, restrooms and bar area and installing a new elevator to the Patron's Lounge.
The Folly is working towards Phase II of our renovation, which would include new seats, carpeting, an updated bar, lobby and restroom area on the balcony level, updated dressing rooms, stage curtains. Due to the coronovirus, the Folly has had to put these plans on hold temporarily, but will be moving forward on our fundraising plan in 2021.
We have also installed two Thomas Hart Benton reproductions in our theater lobby, thanks to the Richard J Stern Foundation for the Arts, Commerce Bank, Trustee, , which highlights the Folly's burlesque history and brings alive the lobby space.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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 inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from the people we serve
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
6.99
Months of cash in 2022 info
42.4
Fringe rate in 2022 info
19%
Funding sources info
Assets & liabilities info
Financial data
Folly Theater
Balance sheetFiscal Year: Jul 01 - Jun 30
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: Jul 01 - Jun 30
This snapshot of Folly Theater’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.
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Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Unrestricted surplus (deficit) before depreciation | $779,140 | $1,551,528 | $44,513 | $1,220,355 | $762,650 |
As % of expenses | 71.5% | 139.5% | 4.7% | 171.9% | 68.5% |
Unrestricted surplus (deficit) after depreciation | $644,032 | $1,364,941 | -$153,755 | $1,018,736 | $563,992 |
As % of expenses | 52.6% | 105.1% | -13.3% | 111.8% | 43.0% |
Revenue composition info | |||||
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Total revenue (unrestricted & restricted) | $2,345,323 | $1,262,178 | $950,293 | $2,281,469 | $5,257,403 |
Total revenue, % change over prior year | 6.4% | -46.2% | -24.7% | 140.1% | 130.4% |
Program services revenue | 8.1% | 16.7% | 12.1% | 0.4% | 2.1% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 1.4% | 4.2% | 4.8% | 4.6% | 2.8% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 12.4% |
All other grants and contributions | 77.0% | 52.3% | 60.3% | 91.4% | 76.2% |
Other revenue | 13.5% | 26.7% | 22.9% | 3.5% | 6.5% |
Expense composition info | |||||
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Total expenses before depreciation | $1,090,353 | $1,112,096 | $956,631 | $709,942 | $1,113,389 |
Total expenses, % change over prior year | 19.0% | 2.0% | -14.0% | -25.8% | 56.8% |
Personnel | 42.3% | 45.7% | 50.0% | 59.9% | 47.1% |
Professional fees | 2.7% | 2.9% | 2.9% | 3.5% | 2.9% |
Occupancy | 18.4% | 12.3% | 14.2% | 11.6% | 14.0% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 2.2% | 0.2% | 0.0% | 1.0% |
All other expenses | 36.5% | 36.9% | 32.8% | 24.9% | 34.9% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Total expenses (after depreciation) | $1,225,461 | $1,298,683 | $1,154,899 | $911,561 | $1,312,047 |
One month of savings | $90,863 | $92,675 | $79,719 | $59,162 | $92,782 |
Debt principal payment | $0 | $0 | $0 | $94 | $77,089 |
Fixed asset additions | $875,689 | $1,675,439 | $0 | $0 | $562,535 |
Total full costs (estimated) | $2,192,013 | $3,066,797 | $1,234,618 | $970,817 | $2,044,453 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Months of cash | 5.0 | 2.7 | 5.6 | 7.9 | 42.4 |
Months of cash and investments | 27.8 | 13.4 | 19.5 | 49.8 | 68.6 |
Months of estimated liquid unrestricted net assets | 1.4 | 0.0 | 2.7 | 22.8 | 15.8 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Cash | $453,545 | $250,697 | $446,001 | $467,455 | $3,930,641 |
Investments | $2,074,939 | $992,662 | $1,106,877 | $2,477,903 | $2,437,573 |
Receivables | $407,204 | $131,877 | $69,997 | $245,163 | $231,545 |
Gross land, buildings, equipment (LBE) | $8,492,565 | $10,168,004 | $10,230,787 | $10,320,724 | $10,880,883 |
Accumulated depreciation (as a % of LBE) | 54.1% | 47.0% | 48.7% | 50.2% | 49.4% |
Liabilities (as a % of assets) | 1.7% | 1.2% | 5.8% | 4.1% | 4.6% |
Unrestricted net assets | $4,023,088 | $5,388,029 | $5,234,274 | $6,253,010 | $6,817,002 |
Temporarily restricted net assets | $1,742,877 | $308,517 | N/A | N/A | N/A |
Permanently restricted net assets | $958,778 | $991,692 | N/A | N/A | N/A |
Total restricted net assets | $2,701,655 | $1,300,209 | $1,249,358 | $1,767,796 | $4,748,136 |
Total net assets | $6,724,743 | $6,688,238 | $6,483,632 | $8,020,806 | $11,565,138 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Mr. Rick Truman
Rick joined as Executive Director in January 2022. From 2003 to 2021, Truman served as Managing Director of Quality Hill Playhouse. He holds a Master in Public Administration from the Bloch School of Business and Public Administration at UMKC and a Bachelor of Fine Arts from Avila University. In addition, Truman performed or stage directed at Kansas City Repertory Theatre, Musical Theater Heritage, Spinning Tree Theatre, Coterie Theatre, and Unicorn Theatre.
Number of employees
Source: IRS Form 990
Folly Theater
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Folly Theater
Board of directorsas of 11/09/2023
Board of directors data
Ms. Hoang-Anh Tran
UMB Financial Corporation
Term: 2022 - 2024
Mark Eagleton
Southern Bank
Richard Starks
Waddell & Reed (ret.)
Stacy Purvis
PNC Bank
Steve Paddock
Nokia (ret.)
Sara Welch
Stinson LLP
Hoang-Anh Tran
UMB
Fred Nelson
Andrews McMeel
Michael Gonzales
NE&E Consulting
Josue Montes
1 Dapper Latino
Anna Bazan Munguia
Big Brothers Big Sisters
Jasmine Thompson
Pirates Bone
Kim Jones
Seyferth, Blumenthal & Harris, LLC
Mark Carlson, M.D.
Covanos, Inc.
Bill Coughlin
George K. Baum (retired)
Debbie Scott Williams
Community Volunteer
Megan Whitman
BRR Architecture
John Wood
City of Kansas City, MO (retired)
David Bock
J.E. Dunn Construction
Dr. Karenbeth Zacharias
University of St. Mary
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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 ? Yes -
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? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
Equity strategies
Last updated: 11/06/2023GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.