CLASSICAL TAHOE
EIN: 45-2682958
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
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
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.
Classical Tahoe Music Institute
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.
Where we work
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsTotal 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
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?
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.
What are the organization's key strategies for making this happen?
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.
What are the organization's capabilities for doing this?
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
What have they accomplished so far and what's next?
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
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
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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 engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive
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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, It is hard to come up with good questions to ask people
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
6.31
Months of cash in 2020 info
4.8
Fringe rate in 2020 info
11%
Funding sources info
Assets & liabilities info
CLASSICAL TAHOE
Revenue & expensesFiscal Year: Nov 01 - Oct 31
SOURCE: IRS Form 990
CLASSICAL TAHOE
Balance sheetFiscal Year: Nov 01 - Oct 31
SOURCE: IRS Form 990
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: Nov 01 - Oct 31
SOURCE: IRS Form 990
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.
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Business model indicators
Profitability info | 2015 | 2016 | 2017 | 2019 | 2020 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $4,936 | $17,474 | -$8,458 | $84,822 | $169,527 |
As % of expenses | 0.6% | 1.9% | -0.9% | 7.0% | 21.4% |
Unrestricted surplus (deficit) after depreciation | $4,936 | $17,474 | -$13,627 | $73,596 | $157,259 |
As % of expenses | 0.6% | 1.9% | -1.5% | 6.0% | 19.5% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $812,362 | $915,675 | $961,365 | $1,277,100 | $971,510 |
Total revenue, % change over prior year | -1.1% | 12.7% | 5.0% | 0.0% | -23.9% |
Program services revenue | 12.7% | 11.2% | 12.8% | 19.8% | 0.6% |
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% | 0.0% | 0.0% | 0.3% |
All other grants and contributions | 87.3% | 88.0% | 87.2% | 80.2% | 99.0% |
Other revenue | 0.0% | 0.8% | 0.0% | 0.0% | 0.1% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $794,426 | $898,201 | $919,823 | $1,215,764 | $792,958 |
Total expenses, % change over prior year | 2.8% | 13.1% | 2.4% | 0.0% | -34.8% |
Personnel | 11.6% | 4.3% | 4.4% | 12.9% | 31.0% |
Professional fees | 45.2% | 81.8% | 81.4% | 55.5% | 32.6% |
Occupancy | 0.2% | 0.2% | 0.2% | 0.7% | 0.2% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 2.5% |
All other expenses | 43.0% | 13.7% | 14.1% | 31.0% | 33.7% |
Full cost components (estimated) info | 2015 | 2016 | 2017 | 2019 | 2020 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $794,426 | $898,201 | $924,992 | $1,226,990 | $805,226 |
One month of savings | $66,202 | $74,850 | $76,652 | $101,314 | $66,080 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $6,273 | $0 | $93,837 | $0 | $0 |
Total full costs (estimated) | $866,901 | $973,051 | $1,095,481 | $1,328,304 | $871,306 |
Capital structure indicators
Liquidity info | 2015 | 2016 | 2017 | 2019 | 2020 |
---|---|---|---|---|---|
Months of cash | 1.5 | 15.1 | 0.5 | 1.1 | 4.8 |
Months of cash and investments | 1.5 | 15.1 | 0.5 | 1.1 | 4.8 |
Months of estimated liquid unrestricted net assets | 1.6 | 1.7 | 0.3 | 1.1 | 4.1 |
Balance sheet composition info | 2015 | 2016 | 2017 | 2019 | 2020 |
---|---|---|---|---|---|
Cash | $98,995 | $1,131,185 | $36,782 | $115,592 | $314,798 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $0 | $0 | $0 | $9,027 | $0 |
Gross land, buildings, equipment (LBE) | $10,246 | $10,246 | $104,083 | $104,083 | $115,450 |
Accumulated depreciation (as a % of LBE) | 38.8% | 38.8% | 8.8% | 30.4% | 38.0% |
Liabilities (as a % of assets) | 0.0% | 0.0% | 14.6% | 8.8% | 12.7% |
Unrestricted net assets | $0 | $0 | $0 | $0 | $0 |
Temporarily restricted net assets | $0 | $0 | $0 | $0 | N/A |
Permanently restricted net assets | $0 | $0 | $0 | $0 | N/A |
Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
Total net assets | $112,959 | $130,433 | $116,806 | $184,329 | $341,588 |
Key data checks
Key data checks info | 2015 | 2016 | 2017 | 2019 | 2020 |
---|---|---|---|---|---|
Material data errors | No | Yes | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
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 employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
CLASSICAL TAHOE
Board of directorsas of 01/19/2023
Board of directors data
Ms. Marna Broida
President & Founder, In The Pink, Inc
Term: 2019 - 2022
Ms. Renee Bouck
Ron Ashley
Oakmont Properties
Renee Bouck
Melanie Susan Broida
FSF
Madylon Meiling
Chemeon
Alvaro Pascotto
Linda Pascotto
Susan Pridmore
Steven Stull
Advantage Capital
Ian Weiss
Leslie Wittmann
Victoria Kahn
Dean Byrne
Whittier Trust
Peter Garcia
ALX Oncology
Caroline Kaplan
Soraya Tabibi Aguirre
Aguirre Riley
Kim Garcia
Steven Bouck
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? No
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
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 03/14/2021GuideStar 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 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.
- 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.
Professional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G