Chops Inc

Minneapolis, MN   |
GuideStar Charity Check

Chops Inc

EIN: 41-1832890


Chops is a nonprofit on a mission to improve lives through music education and performing arts. We offer year-round music performance and educational programs, including steel-drum bands, after-school drumlines, summer music camps, and artistic residencies. We also support Minnesota performing arts through fiscal sponsorship, providing technical expertise to help community-based performing groups reach their full potential. We believe every person has a right to a well-rounded education that includes the arts and the benefits they bring. Our values drive our work: integrity, excellence, personal development, community, and entertainment are at the core of our programs, our mission, and our people.

Ruling year info


Executive Director

Megan O'Leary

Board CHair

Stephen Podobinski

Main address

PO Box 16701

Minneapolis, MN 55416 USA

Show more contact info



Subject area info

Musical ensembles and groups

Performance art

Performing arts education

Population served info

Children and youth

Economically disadvantaged people

At-risk youth

Artists and performers

NTEE code info

Performing Arts Schools (A6E)

Programs and results

What we aim to solve

This profile needs more info.

If it is your nonprofit, add a problem overview.

Login and update

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?

Pan Outreach

Our Pan Outreach program is funded in part by the National Endowment for the arts and the Minnesota State Arts Board. Pan Outreach brings a classroom of steel drums (pans) to urban, Title I schools and provides free artist-in-residency programs to disadvantaged youth. Our free summer Pan Outreach Camp gives students another opportunity to continue learning to play these beautiful instruments.

We have a long waiting list for this popular program, in which teaching artists travel from school to school, setting up 10 lead pans, 5 double seconds, 4 cello pans, and 3 bass pans. Our staff work with host teachers to help K-12 students prepare and perform on pans over the course of a 4- to 9-week residency. Each residency builds towards a teaching assembly of 200+ participants. Students are also invited to our free summer camp.

Pan Outreach provides cross-curriculum lessons in history, science and culture. Pans (steel drums) are native to Trinidad & Tobago.

Population(s) Served
People of African descent
Low-income people

Where we work


Grants for Arts Projects Funding 2023

National Endowment for the Arts

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 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, To understand people's needs and how we can help them achieve their goals

  • 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

  • What challenges does the organization face when collecting feedback?

    We don’t have the right technology to collect and aggregate feedback efficiently, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time


Chops Inc
Fiscal year: Jan 01 - Dec 31
Financial documents
2022 Chops, Inc. Financial Statements and Independent Auditor's Report
done  Yes, financials were audited by an independent accountant. info

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 32.90 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 20 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 2% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Chops Inc

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Chops Inc

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

Chops Inc

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of Chops Inc’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 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $25,684 -$356,726 -$12,884 $390,015 -$286,102
As % of expenses 9.3% -182.5% -11.0% 94.3% -59.4%
Unrestricted surplus (deficit) after depreciation $3,801 -$357,872 -$13,126 $330,756 -$290,508
As % of expenses 1.3% -182.0% -11.2% 70.0% -59.7%
Revenue composition info
Total revenue (unrestricted & restricted) $301,676 $264,776 $104,155 $803,393 $520,718
Total revenue, % change over prior year -14.3% -12.2% -60.7% 671.3% -35.2%
Program services revenue 42.5% 13.6% 9.5% 2.8% 6.7%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.0% 0.4% 0.0%
Government grants 0.0% 0.0% 0.0% 19.7% 0.0%
All other grants and contributions 49.8% 0.1% 0.3% 0.1% 88.7%
Other revenue 7.8% 86.3% 90.2% 77.1% 4.6%
Expense composition info
Total expenses before depreciation $275,992 $195,462 $117,039 $413,378 $481,976
Total expenses, % change over prior year -25.8% -29.2% -40.1% 253.2% 16.6%
Personnel 0.0% 0.0% 18.5% 21.2% 30.8%
Professional fees 34.3% 40.2% 13.5% 2.7% 1.8%
Occupancy 13.8% 15.1% 16.2% 12.4% 7.6%
Interest 0.0% 5.2% 7.4% 1.0% 0.0%
Pass-through 0.0% 0.0% 18.4% 31.3% 0.0%
All other expenses 51.9% 39.5% 26.0% 31.4% 59.6%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $297,875 $196,608 $117,281 $472,637 $486,382
One month of savings $22,999 $16,289 $9,753 $34,448 $40,165
Debt principal payment $0 $0 $165 $37,154 $0
Fixed asset additions $0 $0 $0 $72,271 $0
Total full costs (estimated) $320,874 $212,897 $127,199 $616,510 $526,547

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 21.0 11.8 20.1 11.8 10.4
Months of cash and investments 21.0 11.8 20.1 11.8 10.4
Months of estimated liquid unrestricted net assets 20.3 6.8 10.1 12.1 3.2
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $482,294 $192,449 $196,063 $405,850 $416,342
Investments $0 $0 $0 $0 $0
Receivables $300 $0 $0 $0 $15,000
Gross land, buildings, equipment (LBE) $193,414 $193,414 $186,414 $258,684 $217,927
Accumulated depreciation (as a % of LBE) 99.1% 99.7% 99.8% 94.8% 94.9%
Liabilities (as a % of assets) 3.6% 46.6% 55.6% 2.1% 3.0%
Unrestricted net assets $469,061 $111,189 $98,063 $428,819 $138,857
Temporarily restricted net assets $0 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $0 $0 $0 $0 $317,844
Total net assets $469,061 $111,189 $98,063 $428,819 $456,701

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No


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

Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization

Executive Director

Megan O'Leary

Megan OLeary has a proven track record of organizational development in both nonprofit and for-profit sectors. Her career journey has given her a broad range of expertise, from fundraising and marketing communications to operations and finance. As Executive Director of Chops, Inc., Megan has expanded the organizations steel-drum artist-in-residence program; secured National Endowment for the Arts funding; launched scholastic drumline initiatives that serve high-poverty public schools in the Twin Cities urban core; and started a fiscal sponsorship program to support community-led culturally-specific arts organizations. She is deeply committed to equity work in her professional and volunteer roles. Previously, Megan held roles as: Lead Development consultant for Mighty Consulting; Marketing Communications Manager at one of the largest community foundations in the nation; and Chief Operating & Finance Officer for a boutique law firm providing affordable legal services.

Board CHair

Stephen Podobinski

Board Chair Steve Podobinski has played with Chops professional performing ensembles since 2003. A passionate performer with over 30 years of musical experience, Steve joined Chops board of directors to bring that passion to the communities Chops serves. Born and raised in Minnesota, Steve holds a B.S. in Mechanical Engineering from the University of Minnesota - Twin Cities and a J.D. from Mitchell Hamline. He is a licensed attorney and is also a Certified Information Systems Security Professional. At Albertsons, he serves as platform information security officer for the companys supply chain and manufacturing business lines. Believing music and performance can be some of lifes purest and most transformative experiences, Steve wishes to create spaces that provide opportunities for as many people as possible to create unique, lasting memories through music education and performance opportunities.

Number of employees

Source: IRS Form 990

Chops Inc

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.

Chops Inc

Board of directors
as of 04/19/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Stephen Podobinski

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? No
  • 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

SOURCE: Self-reported; last updated 4/19/2024

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
Gender identity
Female, Not transgender
Sexual orientation
Gay, Lesbian, Bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Person with a disability

The organization's co-leader identifies as:

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

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation


Equity strategies

Last updated: 04/19/2024

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

  • 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 disaggregate data by demographics, including race, in every policy and program measured.
Policies and processes
  • 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 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.