The National Basketball Players Association (NBPA) is the union for current professional basketball players in the National Basketball Association (NBA). Established in 1954, the NBPA mission is to ensure that the rights of NBA players are protected and that every conceivable measure is taken to assist players in maximizing their opportunities and achieving their goals, both on and off the court.
Whether it is negotiating a collective bargaining agreement, prosecuting a grievance on a player’s behalf or counseling a player on benefits and educational opportunities, the NBPA advocates on behalf of the best interest of all NBA players.
Before the union’s inception, NBA players did not receive the wide-ranging privileges and protections that exist today. There was no pension plan, no per diem, no minimum wage, no health benefits and the average player salary was $8,000. It was not until 1964, when the NBA All-Star team threatened not to play in the first televised All-Star Game, that the players gained their first victory.
As a result of the resolve of the union’s early leaders, including NBA Hall of Famers Bob Cousy, Tom Heinsohn and Oscar Robertson, the owners finally recognized the NBPA as the exclusive, certified labor union representation of all NBA players. Since then, there have been dramatic changes, and the NBPA continues to evolve and adapt to the ever-changing challenges facing NBA players.
NBPA union members enjoy expansive benefits and are among the most recognizable athletes and entertainers in the world.
In addition, the NBPA provides a forum for players to participate in union activities in a number of facets. From executive leadership roles, to team representative positions, global community outreach initiatives and more, the NBPA offers each NBA player the opportunity to get involved in the democratic institution that was created for, continues to exist for and is run by them.
What We Do
The NBPA represents all NBA players in many ways, including:
- Negotiating the terms of a collective bargaining agreement with the NBA, which governs all aspects of players’ employment
- Ensuring that the NBA and its teams meet their obligations under the CBA
- Certifying, regulating and educating player agents
- Providing a full range of services, benefits and assistance through the NBPA’s Player Services department
- Monitoring and negotiating the administration of retirement and insurance benefits
- Providing on-staff security professionals to help with proprietary or sensitive matters
- Assisting charity and community organizations
- Promoting the positive image and reputation of NBA players, both on and off the court
Throughout the span of a player’s career, there are a number of instances when the NBPA’s services will prove necessary. Available to address player concerns seven days a week, 365 days a year, the NBPA is accessible to aggressively protect player rights and interests. Indeed, almost every player calls upon the NBPA at some point in his career to:
- Obtain expert legal advice and/or representation in a dispute
- Receive salary and pertinent information to assist in individual contract negotiations
- File a grievance
- Appeal a fine or suspension
- Help resolve player/agent disputes
- Protect medical benefits and other rights
|1954: Bob Cousy begins organization of NBPA||In 1954, Bob Cousy of the Boston Celtics began to organize the players by writing to an established player from each team, seeking their input and support for a formal union to represent players’ interests. Soon, the National Basketball Players Association was created, and Cousy became its first President. In January of 1955, Cousy went to NBA President Maurice Podoloff with a list of demands: payment of back salaries to the members of the defunct Baltimore Bullets club; abolition of the secretive $15 fine for a “whispering foul” that referees could quietly place on players during a game; establishment of a 20-game limit on exhibition games, after which the players could share in the profits; establishment of an impartial board of arbitration to settle player-owner disputes; payment of $25 for public appearance expenses other than radio, television and charitable functions; and moving expenses for traded players. The NBA refused to recognize the union and, of all their demands, only agreed to two weeks of back payment for six Baltimore players who had played for the club before it folded.|
|1957: First CBA (after 1955 demands rejected)||It was not until the threat of a strike in 1957 and Cousy meeting with AFL-CIO officials over possible union affiliation, that the NBA entered into discussions with the NBPA. In April of 1957, the NBA Board of Governors formally recognized the NBPA and agreed to their requests:
|1962: Pension program introduced and union hires first counsel||In January 1961, NBPA President Tom Heinsohn reached an agreement with the owners over a player pension program with the details of the agreement to be worked out the following month. The players set a goal of $100 a month for players over age 65 with five years of service and $200 a month for players over age 65 with ten years of service. Negotiations to finalize the agreement broke down however, and in 1962 Heinsohn hired attorney Lawrence Fleisher—who would remain as NBPA general counsel for the next 25 years—to fight for union goals.|
|1964: All-Star boycott||Progress was slow until the 1964 All-Star Game, which was the first All-Star Game ever to be nationally televised. Recognizing an important opportunity to bring about change, the players threatened not to play unless certain demands were met. They raised three main issues: first, they insisted on the establishment of a pension plan; second, they wanted the NBPA to be formally recognized as the exclusive bargaining agent of the players; and third, they sought an increase in the per diem to eight dollars per day. Minutes before gametime, NBA President Walter Kennedy personally guaranteed that a pension plan would be adopted at the next meeting in May, and that the other demands would be met. The game went on – ten minutes late.|
|1967: Players seek new terms under Oscar Robertson’s leadership||The great Oscar Robertson of Cincinnati succeeded Heinsohn as President in 1965 and announced at the 1967 All-Star Game that the players would seek new terms; specifically, they would ask the owners to be paid for exhibition games, to reduce the number of exhibition games from 15 to 10, and to upgrade the pension plan. The players won the following agreement:
|1970: Robertson suit filed (settled in 1976) over NBA, ABA merger||In 1967, the American Basketball Association was formed, and the new competition helped cause players’ salaries to rise. Recognizing this trend, the NBA soon opened discussions with the ABA over a possible merger which would eliminate this healthy competition for player services. In response, the players filed the “Oscar Robertson Suit” under the antitrust laws in 1970. Through the lawsuit, the players hoped to block the merger and also ease the burden of various other player restraints, including the option clause that bound players to a team in perpetuity. The NBPA won a restraining order to block the merger, and the owners came to the table, though not before unsuccessfully attempting to gain Congressional approval for a merger. New president Paul Silas used leverage from the court victory to secure a new agreement with the NBA. The new deal gave players a limited form of free agency, eliminating the option clause in all contracts. In addition, the owners paid 500 players a total of $4.3 million as a settlement and the union $1 million for legal fees, pending dismissal of the Oscar Robertson Suit. The ABA and NBA finally merged, but by that time, the collective bargaining agreement had brought the players an increase in the minimum salary from $20,000 to $30,000, an increase in pension benefits, medical and dental coverage, All-Star Game pay, term life insurance, and a fair per diem.|
|1983: New CBA with revenue sharing and salary cap||In 1983, the players agreed to a landmark four-year collective bargaining agreement. The lynchpin of the deal was a revenue sharing/salary cap concept, under which the owners would guarantee the players a percentage of every dollar they earned, and the players in return agreed that each team would be subject to a soft cap on the amount of salaries it would pay to the players. The owners also provided:
|1987: Junior Bridgeman antitrust suit filed (settled in 1988)||Junior Bridgeman became NBPA president in 1985, and the players strived for more. As the CBA neared its conclusion in 1988, the players voiced their discontent with portions of the salary cap, restricted free agency, and the college draft system. Once again, the players looked to the federal courts for relief, as the “Bridgeman antitrust suit” was filed in federal court. Following a favorable preliminary ruling for the players, the owners again opted to avoid a risky litigation. The parties shook hands on a new six-year collective bargaining agreement that called for:
|1991: NBA alleged violation of its revenue sharing obligation||Tensions arose again in 1991, when the NBPA alleged that the owners were violating the revenue sharing agreement by underreporting their income, and thereby artificially depressing the Salary Cap and the players’ guaranteed share of revenues. In a major grievance, the players claimed the owners were improperly excluding revenues relating to luxury suite and arena signage rentals, international television broadcasts, related party transactions, and other sources. The dispute severely dampened the degree of trust the parties felt with each other. With a potentially damaging and drawn out litigation on the horizon, the NBA reached a settlement with the NBPA valued at $62 million for the players. Isiah Thomas, who had earlier taken over the presidency from Alex English, presided at that time.|
|1995: Players consider decertification in facing the first ever lockout||Following the 1995 NBA Finals, for the first time ever, the owners imposed a lockout, shutting down the business. No basketball activity took place during the summer of 1995, as the union fought two major battles – one with the owners, and the other among itself. The owners were holding firm to their position that the players had to accept concessions and tighten up the salary system. The players differed among themselves as to the best way to fight back. Seeing that the chances were slim of reaching a fair agreement without having to endure a long work stoppage, a large group of players felt that it would be best to decertify the union, and proceed in court against the owners; they claimed that the antitrust laws were the best weapon to stop the owners from imposing restrictive terms like a tougher salary cap and free agency system. The players believed they could get a court to order the lockout unlawful, and play while the claims were litigated. Other players were unsure and uneasy about the concept of decertification. Nonetheless, the threat of decertification was a very real one. Faced with the prospect of another litigation and the uncertainty brought about by the proposed decertification, the owners agreed to modify their harsh demands, and a new agreement was reached. The agreement, negotiated under President Buck Williams, contained elements for both sides. For the owners, the agreement eliminated or softened many of the multitude of salary cap exceptions that had allowed the teams to amass large payrolls. It also contained a rookie wage scale, with a pre-set salary range. In addition, the allowable percentage increase in multi-year contracts was reduced from 30% to 20%, and limits were placed on the length of a contract. Still, for the players, the agreement retained the all-important Larry Bird exception, allowing a team to exceed the Cap to re-sign its own free agent. It also eliminated entirely the concept of restricted free agency, with unrestricted free agency granted to all players after their contract expired. In addition, in response to the earlier revenue sharing dispute, the parties agreed to include new sources of revenue in the revenue sharing formula.|
|1998-99: Second lockout; owners seek hard cap||By the 1997-98 season the approximately 400 NBA players were collectively earning $1 billion in salaries and benefits. In March of 1998, the owners exercised their option to terminate the collective bargaining agreement at the conclusion of the season. When the players again refused to accept unfavorable terms, the league again locked the players out, shutting down the business on July 1, 1998. This time, the shutdown lasted far longer. With the owners seeking a “hard” salary cap that would lead to the elimination of guaranteed contracts and the virtual elimination of the “middle class” of NBA earners, the players dug in and refused to concede. With no new agreement on the horizon, the League first canceled the pre-season, then cancelled the first two months of the season, and then announced the cancellation of the All-Star Game. Finally, in January 1999, after a six-month lockout and on the eve of the “drop dead” date to end the season, the parties reached an agreement. Games began in early February, with each team playing a shortened 50 game schedule. The new agreement, negotiated under President Patrick Ewing, did not include a hard cap, and instead featured a series of trade-offs that the owners hoped would work to keep salaries down. Many of these terms are discussed below in the section on the NBA salary system. As it turned out, under the 1999 agreement, the players enjoyed an 80% increase in salaries and benefits. In 2004-05, the last year of the 1999 CBA, the players earned approximately $1.8 billion in salaries and revenues. The average player salary rose to well over $4.5 million, and the median salary experienced unprecedented growth, doubling so that more than half of all NBA players earned at least $2.8 million.|
|2011: Another lockout; preservation of the soft cap and guaranteed contracts||In the summer of 2009, Commissioner Stern and the owners informed the NBPA that they would not exercise the option to extend the 2005 agreement for a seventh season and that the agreement would officially expire on June 30, 2011.Negotiations, which had begun in the summer of 2009, intensified during the 2010-11 season. As they had done in 1999, the NBA owners demanded significant, across the board rollbacks including 40% reductions in the value of all existing and future contracts. In order to obtain this harsh economic result, the NBA proposed a series of draconian system changes including a hard salary cap and severe restrictions on players’ ability to negotiate for guaranteed contracts. With no negotiated settlement in sight, the NBA owners imposed a lockout on July 1, 2011 immediately upon the expiration of the agreement. For the second time in NBA history, preseason and ultimately regular season games were cancelled. In November 2011, the Players Association disclaimed interest, relinquishing its status as the players’ exclusive collective bargaining representative. Antitrust lawsuits were filed on behalf of players in California and Minnesota challenging the legality of the lockout. Faced with the cancellation of the season and possibly antitrust liability, the owners chose to settle the antitrust suits with the players. The players voted to re-form the union and a new CBA was signed on December 8, 2011, 161 days after the lockout began.|
|2014: Union selects new leadership||Under President Chris Paul’s leadership, the NBPA Executive Committee and Board of Player Representatives elected Michele Roberts as the union’s new executive director. Roberts became the first woman to head a major professional sports union in North America.|