Michael Burke, a resident who spoke at the Jan. meeting of the Sun City West Golf Committee, challenged the economics of the club's golf‑lesson program, saying the committee’s figures suggested about $7,000–$8,000 in lesson revenue and questioning whether that justified full‑time pro salaries.

"So if we take in approximately $8,000 in lessons ... and it's $40 per lesson ... that's about 200 lessons given," Burke said, adding: "If one pro is getting $50,000 ... we're only taking in $2,400. That doesn't seem like good mathematics." He urged the committee to consider whether a different staffing model or outside vendor would be a better financial fit.

Pat O'Hara, identified in the agenda as the golf operations manager, responded that the current arrangement is intentional and that teaching professionals contribute beyond lessons. "We give you 30% of the cut," O'Hara said, describing a staffing model that covers PGA dues and places full‑time managers on each course to run schedules, inventory and events. He said the organization has seen total golf revenue grow from about $7.4 million to over $12.5 million in recent years and that rounds increased from roughly 270,000 to as many as 333,000 since placing qualified professionals in place.

O'Hara told the committee the lesson split allows the rec center to capture revenue while giving pros a viable wage. He added that when managers were part time, the organization struggled to operate a 70‑hour‑per‑week set of facilities effectively, and that full‑time pros enable better oversight of staffing, tee sheets and special events.

Residents and committee members pushed back on the arithmetic, noting that lesson income alone would not cover a single $50,000 salary. O'Hara and others emphasized that lesson revenue is only one component of a pro's value; pros also manage staff, run the driving range and support tournaments and other revenue streams.

No motion or formal policy change on lessons or pro compensation was made at the meeting. Committee members requested continued reporting on lessons, staffing levels and the broader financial picture as budget documents move through the governing‑board review process.