NAISMITH MEMORIAL BASKETBALL HALL OF FAME
The birthplace of basketball - where the game never ends.
NAISMITH MEMORIAL BASKETBALL HALL OF FAME
EIN: 04-6128892
as of November 2023
as of November 13, 2023
Programs and results
What 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 Memorabilia
The Hall of Fame is responsible for acquiring, preserving and maintaining some of the sports most iconic items. Located in Springfield Mass, our museum has more than 40,000 sq dedicated to sharing the story of basketball. Utilizing these pieces, we create interactive exhibits that teach and inspire the fundamentals Dr. Naismith considered the core values of the sport: Teamwork, Sportsmanship, Physical Fitness, Leadership, and Integrity.
Where we work
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 Naismith Memorial Basketball Hall of Fame will be recognized throughout the world as the premier institution entrusted with recording and disseminating the history of the game of basketball and recognizing and honoring the achievements of its greatest players, coaches, and contributors.
The Hall of Fame will provide an entertaining and enriching experience and will be known for educational and outreach programs that celebrate and promote the positive core values demonstrated by basketball's foremost heroes.
What are the organization's key strategies for making this happen?
The Hall of Fame will achieve this vision by:
Operating the world's finest sports museums where the game was invented, in Springfield, Massachusetts, and where the history of the game comes alive.
Developing a widely accessible educational program that addresses the positive societal impact of the game and provides inspiration to young people globally.
Engaging in outreach throughout the United States and beyond via travelling exhibits and special events.
Assuring worldwide access to the resources of the HOF through the Internet.
Recognizing basketball excellence through a Hall of Fame selection process that will be based upon the highest level of integrity.
Fostering respectful and reverential treatment of all elected Hall of Famers.
Celebrating the contemporary game and its evolving impact on basketball's future.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
Over the past fourteen years, we have transformed into a truly appropriate representation of a great game of basketball through an aggressive platform of event outreach and community engagement, all while maintaining a vibrant museum experience. We continue to strive to reach a global audience by improving our social media, online offerings, and international events.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
0.92
Months of cash in 2021 info
8.1
Fringe rate in 2021 info
12%
Funding sources info
Assets & liabilities info
Financial data
NAISMITH MEMORIAL BASKETBALL HALL OF FAME
Revenue & expensesFiscal Year: Jan 01 - Dec 31
NAISMITH MEMORIAL BASKETBALL HALL OF FAME
Balance sheetFiscal Year: Jan 01 - Dec 31
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: Jan 01 - Dec 31
This snapshot of NAISMITH MEMORIAL BASKETBALL HALL OF FAME’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 | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$699,744 | $3,516,130 | $6,814,870 | $4,521,494 | $11,636,069 |
As % of expenses | -7.0% | 31.8% | 60.1% | 68.4% | 94.3% |
Unrestricted surplus (deficit) after depreciation | -$990,426 | $2,993,433 | $5,976,964 | $3,039,558 | $9,960,550 |
As % of expenses | -9.6% | 25.9% | 49.1% | 37.6% | 71.0% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $12,873,278 | $20,171,381 | $11,370,806 | $5,379,532 | $20,131,869 |
Total revenue, % change over prior year | -13.5% | 56.7% | -43.6% | -52.7% | 274.2% |
Program services revenue | 51.9% | 35.3% | 67.7% | 37.4% | 47.5% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.2% | 0.3% | 0.5% | 0.4% | 0.0% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 31.3% |
All other grants and contributions | 44.8% | 57.9% | 24.1% | 55.4% | 12.3% |
Other revenue | 3.1% | 6.5% | 7.7% | 6.8% | 8.9% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $9,998,996 | $11,043,691 | $11,345,489 | $6,606,709 | $12,345,243 |
Total expenses, % change over prior year | 2.1% | 10.4% | 2.7% | -41.8% | 86.9% |
Personnel | 31.7% | 28.8% | 28.2% | 44.1% | 23.9% |
Professional fees | 7.6% | 3.8% | 4.0% | 8.1% | 34.4% |
Occupancy | 8.2% | 8.2% | 8.0% | 11.8% | 11.5% |
Interest | 3.0% | 0.8% | 1.0% | 0.7% | 3.2% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 49.5% | 58.3% | 58.8% | 35.3% | 27.1% |
Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $10,289,678 | $11,566,388 | $12,183,395 | $8,088,645 | $14,020,762 |
One month of savings | $833,250 | $920,308 | $945,457 | $550,559 | $1,028,770 |
Debt principal payment | $3,753,020 | $240,292 | $0 | $0 | $2,733,312 |
Fixed asset additions | $449,005 | $4,626,747 | $10,122,816 | $6,136,137 | $0 |
Total full costs (estimated) | $15,324,953 | $17,353,735 | $23,251,668 | $14,775,341 | $17,782,844 |
Capital structure indicators
Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Months of cash | 8.3 | 4.6 | 3.2 | 2.9 | 8.1 |
Months of cash and investments | 9.4 | 6.3 | 3.8 | 3.7 | 8.6 |
Months of estimated liquid unrestricted net assets | 0.5 | -1.0 | -3.0 | 0.6 | 8.5 |
Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Cash | $6,905,814 | $4,225,575 | $2,992,838 | $1,573,650 | $8,363,418 |
Investments | $938,926 | $1,542,737 | $641,057 | $486,211 | $534,546 |
Receivables | $5,620,795 | $12,086,433 | $9,683,649 | $6,719,517 | $6,358,405 |
Gross land, buildings, equipment (LBE) | $12,667,940 | $17,260,872 | $27,365,987 | $33,482,724 | $33,996,073 |
Accumulated depreciation (as a % of LBE) | 58.7% | 45.9% | 32.0% | 30.5% | 35.0% |
Liabilities (as a % of assets) | 25.2% | 17.9% | 33.4% | 42.1% | 33.8% |
Unrestricted net assets | $3,050,616 | $6,044,049 | $12,021,013 | $15,060,571 | $25,021,121 |
Temporarily restricted net assets | $11,771,637 | $17,421,661 | N/A | N/A | N/A |
Permanently restricted net assets | $155,000 | $155,000 | N/A | N/A | N/A |
Total restricted net assets | $11,926,637 | $17,576,661 | $10,259,616 | $4,153,214 | $0 |
Total net assets | $14,977,253 | $23,620,710 | $22,280,629 | $19,213,785 | $25,021,121 |
Key data checks
Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President & CEO
Mr. John L Doleva
Mr. Doleva joined the Basketball Hall of Fame in 1999 as VP of Marketing with an extensive background in Sports Marketing. He was promoted to COO in 2000 and President & CEO in 2001. Under his leadership, the Basketball Hall of Fame opened a 50,000/sf museum in 2002 and greatly enhanced it global presence with premium outreach activities including events, tournaments, and marketing partnerships at all levels of the game.
He is responsible for the day-to-day management of the Hall of Fame as well as the strategic planning and implementation of growth objectives. The Hall of fame has just completed a $30 million Capital campaign and is undergoing a nearly $20 million renovation to be completed in May 2020.
Prior to joining the Hall of Fame, Mr. Doleva served as VP and GM of the Sporting Goods Group for Spalding Sports Worldwide.
Number of employees
Source: IRS Form 990
NAISMITH MEMORIAL BASKETBALL HALL OF FAME
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
NAISMITH MEMORIAL BASKETBALL HALL OF FAME
Highest paid employeesSOURCE: IRS Form 990
Compensation data
NAISMITH MEMORIAL BASKETBALL HALL OF FAME
Board of directorsas of 05/31/2023
Board of directors data
Mr. Jerry Colangelo
Mr. Ulysses "Junior" Bridgeman
David Beckerman
Kathy Behrens
Sherman Brown
Frank Colaccino
Jim Davidson
Sherrie Deans
David Denenberg
Dan Gavitt
Robin Harris
Grant Hill
Mannie Jackson
William Koenig
Nancy Lieberman
Jim Puhala
George Ravelling
Byron Spruell
Mark Tatum
Jim Taubenfeld
James Vinick
Elaine Wynn
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? No -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? No -
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? No -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No -
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
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data