Ann Arbor Times

As the deadline for contract negotiations between the WNBA and the Women’s National Basketball Players Association (WNBPA) approaches on October 31, both sides remain divided over issues of revenue sharing and player compensation.

Ron Wade, assistant professor of sport management at the University of Michigan School of Kinesiology, pointed to the historical context shaping these discussions. “Like most things in America, you don’t have to go back too far to find gender and race discrimination at the heart of why certain things may be the way they are,” he said. “When you look at the historical view of the WNBA it was often viewed as through the lens of, ‘Oh it’s a female league, it’s not going to be as popular as the men’s basketball, they don’t dunk, the money from sponsorship isn’t there, their attendance is lower so, of course, they should be treated with less pay, they weren’t given the same attention and resources as the men’s league.”

Richard Paulsen, also an assistant professor of sport management at Michigan's School of Kinesiology, described current negotiation challenges. The NBA owns 42% of the WNBA but has different models for revenue sharing and pay. He explained that WNBA leadership is proposing a pay structure with fixed maximum and minimum salaries increasing by set percentages each year. For example, under the most recent collective bargaining agreement (CBA), team salary caps began at $1.3 million in 2020 with annual increases of 3%. Minimum player salaries started below $70,000 in 2020 while maximums were about $200,000; both figures have grown annually by 3%. Reports indicate that recent proposals could raise maximum salaries to around $850,000 and minimums to about $300,000.

The league also wants players to prioritize playing in WNBA games over competing elsewhere during overlapping seasons or international tournaments. Increased pay is seen as a way to encourage this shift.

On the other hand, Paulsen noted that “the WNBPA has expressed a desire for a salary model that ties compensation to league revenues, a model like that of the NBA.” In men's basketball, players receive about half of all basketball-related income under their CBA; yearly changes in player salaries reflect changes in overall revenues. While WNBA players have not requested exactly 50%, they are seeking compensation tied more closely to revenue growth.

Other issues raised by players include minimum standards for practice facilities and support for parents among athletes. There is resistance among some players toward expanding the season schedule due to concerns over injuries.

Paulsen suggested an immediate agreement before October 31 is unlikely: “It is unlikely that the sides will come to an agreement before the Oct. 31 deadline. It is likely that the sides will agree to an extension, giving the sides more time to negotiate. This happened during the last CBA negotiations as well. If the sides cannot come to an agreement following one or more extensions, a lockout is possible.”

He added: “I believe the sides will eventually come to terms that work for both the players and the league. If the league stands firm on their desire to have fixed salaries with fixed increases, those fixed salaries and fixed increases will need to be far higher than in the latest proposal for the players to consider accepting. If maximum player salaries were $3 million or $4 million, fixed yearly increases were closer to 10%, and the league conceded on several other important asks by the players, I could see the players accepting a proposal with fixed increases rather than pay directly tied to league revenues.”

Paulsen called this period pivotal for women’s sports: “This is a huge moment for women’s basketball and for women’s sports. The WNBA and women’s sports more generally have significant momentum right now...” He drew comparisons with past labor disputes in major leagues such as football (NFL), which saw instability until broadcast deals boosted popularity after resolution.

He highlighted how low pay compels many athletes—including high-profile stars—to play overseas where earnings are higher but injury risks increase; this dynamic can affect broadcasting deals if top talent becomes unavailable.

Addressing potential fallout from failed negotiations or a lockout scenario similar to what occurred in hockey (NHL) two decades ago—which led some fans never returning—Paulsen warned: “Yes... my experience does illustrate the risk that comes with potential work stoppages.”

However, he believes survival isn’t at stake even if talks stall: “The league is in a strong place... However... there are several major reasons it is important to get this deal done soon.” With new expansion teams joining next season and many veteran contracts up for renewal amid expectations of salary hikes under any new deal—a timely agreement would help avoid missed games or lost revenue.