PLATINUM2023

CLASSICAL TAHOE

The Lake. The Mountains. The Music.

aka 45-2682958   |   Incline Village, NV   |  ClassicalTahoe.org
GuideStar Charity Check

CLASSICAL TAHOE

EIN: 45-2682958


Mission

VISION: That Classical Tahoe is an internationally recognized celebration of the arts. MISSION: To present world-class performances, nurture community partnerships and provide educational programs that all inspire, connect, and transform lives.

Ruling year info

2012

Executive Director

Ms. Karen Goldman Craig

Main address

948 Incline Way

Incline Village, NV 89451 USA

Show more contact info

Formerly known as

Lake Tahoe SummerFest

EIN

45-2682958

Subject area info

Arts and culture

Music

Tourism

Festivals

Youth development

Population served info

Children and youth

Adults

Seniors

Families

NTEE code info

Arts, Cultural Organizations - Multipurpose (A20)

County / Street / Civic / Multi-Arts Fairs and Festivals (N52)

Other Youth Development N.E.C. (O99)

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

Communication

Blog

What we aim to solve

SOURCE: Self-reported by organization

Classical music is entering a phase of renewal that has the potential to ensure an exciting future for generations to come, and the recognition that orchestral musicians and leaders must be more reflective of our society will be central to organizations that lead the us into the future. While many classical music organizations agree and wish to be leaders in progress, they struggle to identify actionable strategies that will bring their aspirations into alignment with their intentions. Classical Tahoe is working on DEI partnerships to build on its tradition of musical excellence, expand its breadth, and play an integral role in shaping the future of the art form.

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?

Classical Tahoe Music Festival

Classical Tahoe is a summer Music Festival featuring seven orchestra concerts, three chamber music concerts, three jazz performances, and a multigenerational Music Institute.

Classical Tahoe is led by Artistic Director and Principal Conductor Joel Revzen. Maestro Revzen is an award-winning conductor who made his Metropolitan Opera conducting debut in 2017. He has introduced some of the most sought-after soloists in the classical music world to Lake Tahoe. Laura Hamilton, Classical Tahoe’s Concertmaster, is Principal Associate Concertmaster of the Metropolitan Opera Orchestra.

Revzen and Hamilton have assembled an orchestra of musicians from the Metropolitan Opera Orchestra, Los Angeles and New York Philharmonics, Philadelphia and Cleveland Orchestra, the symphonies of San Francisco, Seattle, Dallas, Toronto, Vancouver, and other exceptional organizations. Each musician is individually invited because of their unique artistry and experience. Nevada’s celebrated violinist, Ruth Lenz, is a featured musician in the Classical Tahoe Orchestra.

Population(s) Served
Adults
Families

The Classical Tahoe Music Institute, inaugurated in 2018, will offer multi-generational programs for music education and appreciation including a Collegiate String Quartet Apprenticeship; partnerships with the Reno Pops Orchestra for a Community Orchestra and Sierra Nevada College for a Community Chorus; Young Musician’s Piano Concerto Competition; Musikgarden for families; Music and Movement c a free Family Orchestra Concert and Music Maker’s Faire; High School Jazz Workshop with Jazzmeia Horn; Honor Student Usher Program; a sing-along screening of Mamma Mia; free open rehearsals; “Inside Look” conversations with the Maestro; live program annotation for every concert; an on-stage business coaching session taught side-by-side with musicians; music therapy with The Note-Ables for Syrian refugee families; free master classes for talented young musicians; pop-up concerts on the trail, at the beach, and in the ice cream store.

Population(s) Served
Children and youth
Seniors

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.

Total number of free performances given

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

Age groups, Ethnic and racial groups, Social and economic status, Work status and occupations

Related Program

Classical Tahoe Music Institute

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Net promoter score

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

Age groups, Ethnic and racial groups, Family relationships, Social and economic status

Related Program

Classical Tahoe Music Festival

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of free registrants to classes

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

Age groups, Ethnic and racial groups, Gender and sexual identity, Social and economic status

Related Program

Classical Tahoe Music Institute

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Brubeck Jazz Summit faculty provided free 1:1 online instruction to 24 high school jazz musicians who were accepted to 2020 Brubeck Jazz Summit (in-person program cancelled due to pandemic).

Number of pre-recorded hours of broadcast

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Total number of works commissioned

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of organizational partners

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

Age groups, Ethnic and racial groups, Health, Social and economic status

Related Program

Classical Tahoe Music Festival

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Major collaboraiton with PBS REno to livestream and broadcast 6 Classical Tahoe Chamber Music concerts to serve our mission during the pandemic.

Number of hours of coaching

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

Age groups, Ethnic and racial groups, Family relationships, Gender and sexual identity, Social and economic status

Related Program

Classical Tahoe Music Institute

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Brubeck Jazz Summit faculty provided 1:1 lessons to 24 exceptional high school jazz students via online instruction during pandemic.

Total number of audience members

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

Age groups, Family relationships, Health, Social and economic status

Related Program

Classical Tahoe Music Festival

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of professional artists employed

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

Adults, Ethnic and racial groups, Gender and sexual identity

Related Program

Classical Tahoe Music Festival

Type of Metric

Context - describing the issue we work on

Direction of Success

Holding steady

Number of broadcast audience members

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

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.

Classical Tahoe is striving to become a world-class celebration of the arts whose mission is to inspire the cultural, educational & community vitality of Lake Tahoe.

The Classical Tahoe Festival and Music Institute is held each summer in Incline Village on the north shore of Lake Tahoe, Nevada. The four-week festival features fourteen classical music concerts in July and August, with three jazz concerts, and fifty multigenerational education and engagement programs throughout the festival.

Maestro Joel Revzen, an assistant conductor at the Metropolitan Opera, is the founding Artistic Director and Principal Conductor. Laura Hamilton, Co-Concertmaster of the MET Opera Orchestra, is the Concertmaster and Personnel Manager of the Classical Tahoe Orchestra.Classical Tahoe is gaining an international reputation for its concert programming including several world premieres. Guest soloists have included Federica von Stade, Jamie Laredo, Chris Brubeck, Branford Marsalis, among others.

The Festival takes place on the campus of Sierra Nevada College in an intimate 400-seat “pop-up” concert pavilion.

The Classical Tahoe Music Institute was launched in 2018, offering 50 multi-generational music education and appreciation programs throughout the festival.

Classical Tahoe’s administrative structure follows the League of American Orchestra's recommended organizational chart for mid-size orchestras.

Board Responsibility
There are nineteen directors on the board of Classical Tahoe. The board meets four times a year with five committees who meeting regularly to move forward the governance work of the organization. The Board of Directors oversees the work of the Executive and Artistic Directors. The board is focused on planning and oversight, resource development, and ensuring the longevity of the organization.

Leadership Team
The board and senior staff develop the organization's short- and long-term plans to support the mission. The staff prepares the budget and business plan. The board approves the annual budget and ensures the resources are available to execute the plan.

Staff Responsibilities
The artistic direction of the festival is developed and executed by Joel Revzen. Maestro Revzen has more than 50 years of artistic leadership experience. He oversees the artistic staff including the Music Librarian, Orchestra Personnel Manager, Concertmaster and Orchestra Musicians, and Production Manager to ensure that all artistic elements are property planned and communicated to the staff.

The primary decision maker for the festival is Karen Craig who joined Classical Tahoe as the Executive Director in 2016. Karen Craig has more than 30 years of experience in arts administration. She is responsible for the management of all human and financial resources needed to achieve the organization's mission. She is accountable for all aspects of the organization and for implementing the policies set by the Board of Directors.

Advisory Board / Volunteer Responsibilities
Classical Tahoe has seven cultural, educational, and organizational experts on our Advisory Board including David Gockley, retired general director of the San Francisco Opera (2006 to 2016) and Houston Grand Opera (1972 to 2005)

Joseph Kalichstein, Concert Pianist

Janet Napolitano, President, University of California

Mary Schroeder, Senior Circuit Judge on the United States Court of Appeals for the Ninth Circuit

Frederica von Stade, Opera Singer (M

In seven short years, Classical Tahoe is becoming a summer destination for lovers of Classical Music.

- Enlarge our from 40 musicians to a 55-member orchestra to be able to play a more extensive repertoire and added jazz concerts to the festival for new diversity. Classical Tahoe is gaining an international reputation for our repertoire including several world premieres and our guest soloists who have included Federica von Stade, Jamie Laredo, Joseph Kalichstein, and Chris Brubeck. Released our first CD marking the highlights of Season's 1-5. These recordings have been aired more than a dozen times on Performance Today, the most-listened-to​ daily classical music radio program in the United States, with 1.2 million listeners on 237 stations

- CT purchased a new concert Pavilion that has fifteen tiered rows of luxury seats providing excellent sightlines and proximity to the stage. No seat is further than 50 feet from the orchestra. It is a thrilling experience to hear an orchestra of this remarkable caliber in the intimate 400-seat concert pavilion, performing repertoire most often heard in a larger hall. The audience feels as if they are on-stage with the musicians.

Our most transformative action was to launch the Classical Tahoe Music Institute to deepen Classical Tahoe’s relationship and value in the community. The Classical Tahoe Music Institute, inaugurated in 2018, offers multi-generational programs for music education and appreciation including a Collegiate String Quartet Apprenticeship; partnerships with the Reno Pops Orchestra for a Community Orchestra and Sierra Nevada College for a Community Chorus; Young Musician’s Piano Concerto Competition; Musikgarden for families; Music and Movement camp for K-6; a free Family Orchestra Concert and Music Maker’s Faire; High School Jazz Workshop with International Jazz Masters; Honor Student Usher Program; free open rehearsals; “Inside Look” conversations with the Maestro; live program annotation for every concert; an on-stage business coaching session taught side-by-side with musicians; music therapy with The Note-Ables for trauma survivors; free master instruction for talented young orchestra musicians; pop-up concerts on the trail, at the beach, and in the ice cream store.

2016-2017-2018: KEY RESULTS

2,890-3,222-4,065: Total annual audience members
102-131-158: Total number of renewed concert subscriptions
10 -12-15: Total number of performances
1- 3 - 5: Total number of free performances given
0-35-85: Total number of students participating in private lessons
0 - 1 - 2: Number of works commissioned []
1-4-7: Number of pre-recorded concerts in a national broadcast

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 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

  • 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 engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, It is hard to come up with good questions to ask people

Financials

CLASSICAL TAHOE
Fiscal year: Nov 01 - Oct 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
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

17.18

Average of 46.31 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

1.3

Average of 3 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

12%

Average of 8% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

CLASSICAL TAHOE

Revenue & expenses

Fiscal Year: Nov 01 - Oct 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

CLASSICAL TAHOE

Balance sheet

Fiscal Year: Nov 01 - Oct 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

CLASSICAL TAHOE

Financial trends analysis Glossary & formula definitions

Fiscal Year: Nov 01 - Oct 31

SOURCE: IRS Form 990 info

This snapshot of CLASSICAL TAHOE’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 2017 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation -$8,458 $84,822 $169,527 $182,732 -$174,887
As % of expenses -0.9% 7.0% 21.4% 11.6% -8.6%
Unrestricted surplus (deficit) after depreciation -$13,627 $73,596 $157,259 $171,172 -$187,063
As % of expenses -1.5% 6.0% 19.5% 10.8% -9.2%
Revenue composition info
Total revenue (unrestricted & restricted) $961,365 $1,277,100 $971,510 $1,731,570 $1,834,539
Total revenue, % change over prior year 5.0% 0.0% -23.9% 78.2% 5.9%
Program services revenue 12.8% 19.8% 0.6% 13.9% 15.9%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.0% 0.0% 0.0%
Government grants 0.0% 0.0% 0.3% 8.9% 0.0%
All other grants and contributions 87.2% 80.2% 99.0% 76.0% 80.8%
Other revenue 0.0% 0.0% 0.1% 1.2% 3.3%
Expense composition info
Total expenses before depreciation $919,823 $1,215,764 $792,958 $1,572,376 $2,026,789
Total expenses, % change over prior year 2.4% 0.0% -34.8% 98.3% 28.9%
Personnel 4.4% 12.9% 31.0% 18.1% 18.0%
Professional fees 81.4% 55.5% 32.6% 44.2% 37.6%
Occupancy 0.2% 0.7% 0.2% 0.6% 0.4%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 2.5% 0.9% 0.0%
All other expenses 14.1% 31.0% 33.7% 36.1% 44.0%
Full cost components (estimated) info 2017 2019 2020 2021 2022
Total expenses (after depreciation) $924,992 $1,226,990 $805,226 $1,583,936 $2,038,965
One month of savings $76,652 $101,314 $66,080 $131,031 $168,899
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $93,837 $0 $0 $0 $23,906
Total full costs (estimated) $1,095,481 $1,328,304 $871,306 $1,714,967 $2,231,770

Capital structure indicators

Liquidity info 2017 2019 2020 2021 2022
Months of cash 0.5 1.1 4.8 3.5 1.3
Months of cash and investments 0.5 1.1 4.8 3.5 1.3
Months of estimated liquid unrestricted net assets 0.3 1.1 4.1 3.5 1.5
Balance sheet composition info 2017 2019 2020 2021 2022
Cash $36,782 $115,592 $314,798 $457,647 $227,057
Investments $0 $0 $0 $0 $0
Receivables $0 $9,027 $0 $0 $0
Gross land, buildings, equipment (LBE) $104,083 $104,083 $115,450 $115,450 $139,356
Accumulated depreciation (as a % of LBE) 8.8% 30.4% 38.0% 48.0% 48.5%
Liabilities (as a % of assets) 14.6% 8.8% 12.7% 1.9% 3.9%
Unrestricted net assets $0 $0 $0 $0 $0
Temporarily restricted net assets $0 $0 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $0 $0 $0 $0 $0
Total net assets $116,806 $184,329 $341,588 $512,760 $325,697

Key data checks

Key data checks info 2017 2019 2020 2021 2022
Material data errors No No No No No

Operations

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

Documents
Form 1023/1024 is not available for this organization

Executive Director

Ms. Karen Goldman Craig

Karen Craig joined Classical Tahoe as Executive Director in 2016. Over the past thirty years, she has carved out a unique professional niche. Karen’s mission is to bring cities to life by placing people and experiences at the heart of economic development. She has an award-winning record of analyzing opportunities, connecting partners, strategizing solutions and mobilizing resources to transform communities. Karen has been honored as the Civic Leader of the Year by the Reno/Sparks Chamber of Commerce, featured in the New Yorker’s “Talk of the Town,” and been called one of Nevada’s 20 Most Influential Leaders to Watch in the 21st Century. Her leadership in cultural economic development is evidenced across the country from Brooklyn, New York to Telluride, Colorado and Reno, Nevada. In 1996, Karen co-founded the ARTOWN FESTIVAL in Reno, Nevada, and served as Executive Director for seven years. ​

Number of employees

Source: IRS Form 990

CLASSICAL TAHOE

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
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.

CLASSICAL TAHOE

Board of directors
as of 01/19/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board co-chair

Ms. Marna Broida

President & Founder, In The Pink, Inc

Term: 2019 - 2022


Board co-chair

Ms. Renee Bouck

Ron Ashley

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Melanie Susan Broida

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Madylon Meiling

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Alvaro Pascotto

Linda Pascotto

Susan Pridmore

Steven Stull

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Ian Weiss

Leslie Wittmann

Victoria Kahn

Dean Byrne

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Peter Garcia

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Caroline Kaplan

Soraya Tabibi Aguirre

Aguirre Riley

Kim Garcia

Steven Bouck

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 ? 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? No

Organizational demographics

SOURCE: Self-reported; last updated 12/16/2022

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
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 03/14/2021

GuideStar 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

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • 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.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • 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.
There are no contractors recorded for this organization.

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser