Calling Foul: Breaking Down WNBA Pay and Why It Matters – Ms. Magazine

Report on Systemic Pay Disparity in the WNBA and its Relation to Sustainable Development Goals

The significant pay disparity between the Women’s National Basketball Association (WNBA) and the National Basketball Association (NBA) serves as a critical case study of systemic economic inequality. This issue directly intersects with several United Nations Sustainable Development Goals (SDGs), primarily SDG 5 (Gender Equality), SDG 8 (Decent Work and Economic Growth), and SDG 10 (Reduced Inequalities). An analysis of the league’s compensation structures, governance, and revenue distribution reveals deep-rooted barriers preventing female athletes from achieving economic parity and empowerment.

SDG 10: Analysis of Economic Inequality in Professional Basketball

The wage gap in professional basketball is a stark illustration of the challenges outlined in SDG 10, which calls for reducing inequality within and among countries. The economic disparities are not marginal but have widened over time, indicating a systemic failure to ensure equitable compensation.

Key Statistical Disparities

• The maximum salary for a WNBA player ($249,244) is only 35% of the standard first-year annual raise ($705,112) for an NBA player.
• The minimum salary for an entry-level NBA player is $1,157,153, whereas the minimum for a WNBA player is $66,079.
• In the 1999-2000 season, the average NBA salary was 58 times higher than the average WNBA salary. By the 2024-2025 season, this gap had grown to 116 times higher.
• No female athlete was included in Forbes’ 2025 list of the 50 highest-paid athletes.

SDG 5: Gender Equality and Structural Barriers

The WNBA’s pay structure and governance model highlight significant obstacles to achieving SDG 5, which aims to ensure women’s full participation and equal opportunities for leadership in economic life. The league’s foundational and operational structures perpetuate gender-based disadvantages.

Governance and Representation

Decision-making power remains predominantly male-dominated, limiting the influence of women in shaping their own economic futures.

• The WNBA Board of Governors, which controls league pay, has 31 voting seats.
• Only three of these seats are held by women.
• There are no Black governors, despite approximately 70% of players in both leagues being Black.

Economic Control and Agency

The financial framework of the WNBA, largely controlled by the NBA, restricts the league’s ability to achieve economic self-sufficiency and empower its players.

• The NBA maintains a significant ownership stake in the WNBA, limiting the latter’s financial autonomy.
• A potential $75 billion media deal for the WNBA was reportedly reduced to $2.2 billion over 11 years under NBA management, severely limiting the revenue available for player compensation.
• This control forces many players to seek supplemental income by playing overseas, as exemplified by Brittney Griner’s 2022 incarceration in Russia.

SDG 8: Decent Work and Economic Growth

The disparity in revenue sharing and the undervaluation of the WNBA’s growth potential contravene the principles of SDG 8, which promotes productive employment and decent work for all. While arguments against pay equity often cite lower league revenue, this overlooks both the inequitable distribution of existing income and the league’s significant growth trajectory.

Revenue Sharing and League Growth

The allocation of Basketball-Related Income (BRI) demonstrates a profound inequity in how player contributions are valued.

1. WNBA players receive only 9% of the league’s BRI.
2. NBA players, under their collective bargaining agreement, receive up to 51% of BRI.

Despite generating less overall revenue than the NBA, the WNBA is experiencing rapid growth, indicating a strong and expanding market that is not being reflected in player compensation.

• Television viewership has increased by 23% over the previous season.
• In-person ticket sales have risen by 26%.
• The global women’s sports market is projected to exceed $2.35 billion in revenue by 2025.

Conclusion: A Call for Structural Reform to Align with Global Goals

The WNBA pay crisis is more than a sports-related labor dispute; it is a clear violation of the principles of gender equality (SDG 5), decent work (SDG 8), and reduced inequalities (SDG 10). The data reveals a system where female athletes’ work is structurally undervalued, their leadership opportunities are limited, and their economic agency is controlled by a parent organization. Achieving pay equity requires fundamental reforms, including a revised collective bargaining agreement that ensures a fair share of revenue, greater female and minority representation in governance, and an independent valuation of the WNBA’s media rights to unlock its full economic potential. Addressing these issues is essential for fostering a sustainable and equitable future for women in professional sports.

Analysis of Sustainable Development Goals in the Article

1. Which SDGs are addressed or connected to the issues highlighted in the article?

• SDG 5: Gender Equality

  The article’s central theme is the systemic undervaluing of women’s work, specifically focusing on the significant pay disparity between female (WNBA) and male (NBA) professional basketball players. It highlights economic discrimination and the lack of equal opportunities, which are core issues addressed by SDG 5.

• SDG 8: Decent Work and Economic Growth

  The discussion revolves around fair compensation, pay equity, and collective bargaining agreements. The article explicitly argues for “equal pay for work of equal value,” a key principle of decent work. It details how WNBA players receive a disproportionately small share of league revenue compared to their male counterparts, indicating a lack of decent work and equitable economic growth for women in this sector.

• SDG 10: Reduced Inequalities

  The article provides a case study of economic inequality based on gender within a specific industry. It quantifies the widening pay gap over time and points to structural barriers, such as the composition of the governing board and control over media deals, that perpetuate these inequalities. The lack of representation for women and Black individuals in leadership positions is also a direct issue of inequality.

2. What specific targets under those SDGs can be identified based on the article’s content?

• Under SDG 5 (Gender Equality):

  • Target 5.1: End all forms of discrimination against all women and girls everywhere. The article describes the pay gap as a form of economic discrimination, stating that in professional basketball, women earn “6 cents on the dollar” compared to men, which is a clear example of the discrimination this target aims to eliminate.
  • Target 5.5: Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life. The article directly addresses this by pointing out the lack of female representation in the WNBA’s governance structure: “Of the 31 voting seats on the Board of Governors, which controls WNBA pay, only three are women.”

• Under SDG 8 (Decent Work and Economic Growth):

  • Target 8.5: By 2030, achieve full and productive employment and decent work for all women and men… and equal pay for work of equal value. The article’s core argument is the fight for pay equity, not necessarily equality. It notes that WNBA players are “not asking for full pay equality, but rather pay equity” and highlights the vast difference in compensation for what it argues is not a different job. The comparison of minimum salaries, average salaries, and revenue sharing percentages directly relates to the principle of “equal pay for work of equal value.”

• Under SDG 10 (Reduced Inequalities):

  • Target 10.2: By 2030, empower and promote the social, economic and political inclusion of all, irrespective of… sex… race… or other status. The article highlights the economic exclusion of female athletes and the lack of political inclusion in decision-making bodies, noting that there are “no Black governors” despite the high percentage of Black players in the league.
  • Target 10.3: Ensure equal opportunity and reduce inequalities of outcome, including by eliminating discriminatory… policies and practices. The article points to the league’s pay structure, the hard salary cap for the WNBA versus the soft cap for the NBA, and the control the NBA holds over the WNBA’s media rights as practices that create and sustain inequalities of outcome. The NBA’s decision to reduce a potential $75 billion media deal to $2.2 billion is a specific example of a practice that limits economic opportunity for the WNBA.

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

Yes, the article provides several quantitative and qualitative indicators that can be used to measure progress:

• Indicators for Pay Disparity (Targets 5.1, 8.5, 10.3)

  • Ratio of average salaries: The article states the gap between average NBA and WNBA salaries grew from “58 times higher” to “116 times higher” over 26 years. This ratio is a direct measure of the pay gap.
  • Percentage of revenue shared with players: The disparity is clearly indicated by the fact that “WNBA players take home 9 percent of league income, while NBA players pocket up to 51 percent.”
  • Comparison of minimum and maximum salaries: The article provides specific figures: the WNBA minimum salary ($66,079) vs. the NBA minimum ($1,157,153), and the WNBA “super maximum” salary ($249,244) being only “35 percent of what a male player gets as his standard first year annual raise.”

• Indicators for Leadership and Participation (Targets 5.5, 10.2)

  • Proportion of women in managerial/governance positions: The article provides a clear indicator: “Of the 31 voting seats on the Board of Governors… only three are women.” Progress could be measured by an increase in this number.
  • Proportion of racial minorities in governance positions: The article states there are “none are Black” on the Board of Governors, providing a baseline indicator for measuring progress towards racial inclusion in leadership.

• Indicators for Economic Opportunity (Target 10.3)

  • Value of media rights deals: The article contrasts a potential “$75 billion media package” with the actual deal of “$2.2 billion over 11 years,” indicating a significant disparity in the valuation and economic agency of the women’s league.
  • Growth in viewership and ticket sales: The article mentions that “Viewership of WNBA games is up by 23 percent, and in-person ticket sales have increased by 26 percent,” which can be used as indicators of the league’s growing economic viability and justification for better compensation.

4. Create a table with three columns titled ‘SDGs, Targets and Indicators” to present the findings from analyzing the article.

Source: msmagazine.com