Surrey 学区薪酬研究依据 · finance

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

2025-2026 MANAGEMENT DISCUSSION AND ANALYSIS 14 Figure 8 Special Education The number of students with special needs continues to rise, with enrollment projected to reach approximately 6,600 by 2029. Under the current service delivery model, the District allocated approximately $42.5 million from its operating budget – over and above the targeted special education funding provided by the Ministry. This additional investment represents 31.7% of the total Ministry allocation for special education to the Surrey School District. Figure 9 Labour Force Labour costs represent more than 90% of the District’s operating expenditures and therefore remain the primary driver of the District’s financial position. As a result, the District’s budget methodology focuses on aligning staffing resources with its strategic vision and priortity practices, while allocating resources on a risk-based approach to support both educational services and operational requirements. The following outlines the District’s allocation of budgeted full-time equivalent labour, subsequent to the September student snap shot, by employee category, over the past 6 years.

extracted_unicode_chars：22530–23702

Span 0daa687a-7003-45f3-8414-c82d1936a4fd
Snapshot 57cea67cad0bb233d04d4b7b370d789c9c96f0fe2dc5646b995df59db451c94b

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

2 | Page  Transparency: The compensation program is designed, managed, administered, and communicated in a manner that ensures the program is clearly understood by employees and the public while protecting individual personal information. Labour Market Comparators Key to the compensation philosophy is the need to maintain a meaningful level of competitiveness with the relevant external labour market. Consistent with industry standards, “labour market” is defined in the BCPSEA sectoral exempt compensation management plan (Policy 95-06, Compensation and Employment Standards for School District Employees Not Subject to a Collective Agreement) as:  The recruitment pool for these employees  The destination sector for these employees. The following considerations guide articulation of the relevant labour market:  Degree of recruitment from these jurisdictions/organizations  Size of the organization, as size drives the span of control and scope of accountability  Geographic location  Transferability of skills  Comparability of qualifications and experience  Comparability of authority and consequence of error. For executive and exempt staff positions in the BC K-12 public education sector, the relevant labour market includes: 1. Other BC school districts (primary labour market) 2. Other BC public sector organizations 3. Other Canadian school districts where relevant (to the extent that BC school districts recruit from and lose employees to these jurisdictions, this segment of the labour market is weighted to Alberta and Ontario (and to a lesser extent, Saskatchewan) consistent with the industry-standard definition of labour market) 4. Selected private sector organizations where relevant. The Board’s executive and exempt staff salary structure was developed on a total compensation basis, consistent with governance and technical best practice, as part of the BCPSEA Sectoral Exempt Staff Compensation Review Project conducted with the approval of the PSEC Secretariat. This comprehensive market review ensured development of an executive and exempt staff salary structure for each of the province’s 60 public school districts in alignment with each district’s relevant comparator labour market and internal organizational structure. This approach includes:  Consideration of all components of the total rewards model.  Consideration of the relevant labour market for compensation comparison purposes.  Linking pay ranges to neutral, relevant factors (e.g., job content (specific duties/responsibilities), required skill level, required competencies, required qualifications).

extracted_unicode_chars：3021–5716

Span 36943835-be38-427f-aef3-3dcf9537a796
Snapshot fe733b494f94487d8e6a3dd1d3991b652541e3776905083f8f2390d14067510e

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

School District No. 36 (Surrey) Notes to Financial Statements Year Ended June 30, 2026 Page 27 NOTE 20 CONTRACTUAL RIGHTS Contractual rights are rights to economic resources arising from contracts or agreements that will result in revenues and assets in the future. The School District’s contractual rights arise because of contracts entered into for the leasing of School District property. The following table summarizes the contractual rights of the School District for future assets: NOTE 21 CONTINGENT LIABILITIES In the ordinary course of operations, the School District has legal proceedings brought against it and provisions have been included in liabilities when the loss is likely and amount is determinable. It is the opinion of management that final determination of these claims will not have a material effect on the financial position or operations of the School District. The resulting loss on the School District, if any, will be recorded in the period in which it is determinable. NOTE 22 EXPENSE BY OBJECT June 30, 2026 June 30, 2025 $ $ Salaries and Benefits 1,004,275,737 973,976,894 Services and Supplies 103,752,440 95,899,604 Amortization 53,366,475 51,207,180 Asset Retirement Obligation Accretion Expense 13,602,845 - Total 1,174,997,497 1,121,083,678 NOTE 23 INTERNALLY RESTRICTED – OPERATING FUND The School District attributes a portion of the accumulated surplus to an internal operating fund and internally restricts for 2026: $27,741,717 (2025: $20,793,925). The details of the internal restricted items are as follows: Indigenous Learners Targeted Funds 280,856 $ Indigenous Education Council Targeted Funds 152,500 Net School Operating Balance 1,376,308 Early Career Mentorship 140,624 Education Assistance Training Funds 91,429 Enrolment Stabilization 6,500,000 IT Infrastructure 7,000,000 Addressing Outdated Enterprise Resource Planning System 12,200,000 Total Internally Restricted Items $ 27,741,717 2027 152,255 $ 2028 105,394 2029 55,136 2030 46,850 2031 6,150 365,785 $

extracted_unicode_chars：61480–63800

Span 39e59ce9-85f4-46da-883c-50fc8ecc643e
Snapshot c00c3e36ed4b3f7f4314b8624dc1065b775f04b474b39fd6af8a325d9375e35b

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

2025-2026 MANAGEMENT DISCUSSION AND ANALYSIS 32 Employee Benefits Changes in benefits are a function of the salary fluctuations noted above. Overall, the change is in line with budget expectations. The increase of $10.7 million over the previous year is mainly attributed to increased salary expenses, increase in claims experienced & premium rates. Table 154 Services and Supplies As shown previously, the bulk of the District’s operating budget is used to cover Salary and Benefit costs with 6.85% to support Services & Supplies. The chart below shows the allocation of Services & Supplies: Figure 135 Operating Expense by Object – Variance Analysis Explanations Operating Expenses by Object Actual to Budget Comparison 2026 to 2025 Comparison Services Services exceeded budget by $6.0 million, primarily as a result of consultant services required to support the District’s Enterprise Resource Planning (ERP) system modernization initiative. These incremental costs are funded through the District’s accumulated operating surplus and represent a strategic investment in modernizing core business systems. Services expenses were $5.8 million more than the previous year mainly due to the District’s Enterprise Resource Planning (ERP) system modernization initiative. Student Transportation Student transportation was under budget by $0.4 million due to route optimizations reducing costs. No significant variance from prior year.

extracted_unicode_chars：55080–56562

Span 3f404b89-ad19-465d-a1bb-5384d5936797
Snapshot 57cea67cad0bb233d04d4b7b370d789c9c96f0fe2dc5646b995df59db451c94b

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

2025-2026 MANAGEMENT DISCUSSION AND ANALYSIS 31 Labour Expense - Variance Analysis Explanations Labour Expense Actual to Budget Comparison 2026 to 2025 Comparison Teachers Teacher salaries were under budget by approximately $1.0 million due to (1) lower- than-expected September student enrolments, which reduced overall teacher FTEs (~$6M), (2) additional savings resulted from the increased use of Teachers Teaching on Call (TTOCs) and Administrator teaching time to cover position vacancies and long-term leaves (~$7M), offset by labour settle cost increase driven by a newly ratified collective agreement (~$12M). The increase is primarily attributable to negotiated labour settlement increases and grid movement; offset by staffing adjustments due to enrolment decreases and strategic redeployment of teaching resources to support classroom- based instruction. Principals & Vice Principals Principal expenses were approximately $0.3 million over budget, mainly due to high- than-anticipated paid leave costs and additional staffing resources required to support operational priorities. The increase of ~$1.7 million from the prior year is primarily attributable to the annual wage lift. Educational Assistants Educational Assistants salary expenses were approximately $1.9 million over budget, primarily due to (1) anticipated general wage increase of 3%, (2) additional positions added in the year, offset by (3) higher-than-expected WorkSafe BC recoveries offsetting overall salaries, and (4) lower-than-anticipated use of regular EA hours, due to employee leaves and/or absences; in such cases, substitute coverage is typically utilized and coded separately, resulting in reduced costs within the regular EA cost category. The $1.1 million increase from the prior year is from attributable to wage increases from the collective agreement, offset by less in positions year over year. Support Staff Support Staff salaries were over budget by $0.3 million due to 3% anticipated general wage increase, offset by greater than anticipated unfilled positions, coupled with greater than anticipated WCB recoveries & wage recoveries on externally funded projects. The increase of $3.7 million is mainly attributable to the wage increases from the collective agreement (3%) and the addition of positions to support the District’s ERP initiative, externally funded programs, and student- focused programs Other Professionals The under budget of $0.2 million was predominantly driven by lower-than- anticipated general wage increases in 2025- 26. The increase of $1.7 million over the previous year is primarily due to wage increases and additional temporary positions associated with the District’s ERP modernization endeavor. Substitutes In line with budget expectations. No significant variance from prior year.

extracted_unicode_chars：52178–55077

Span 734073a0-d7b9-4498-b2cd-22b33f327833
Snapshot 57cea67cad0bb233d04d4b7b370d789c9c96f0fe2dc5646b995df59db451c94b

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

Schedule 2 (Unaudited) 2026 2026 2025 Budget Actual Actual $ $ $ Revenues Provincial Grants Ministry of Education and Child Care 941,910,627 956,448,216 933,045,393 Other 369,600 358,920 373,780 Federal Grants 4,135,843 5,624,802 4,397,711 Tuition 13,633,450 12,037,666 14,031,114 Other Revenue 3,007,836 3,714,407 5,689,334 Rentals and Leases 4,617,769 6,016,390 5,618,825 Investment Income 2,687,307 2,970,664 4,405,055 Total Revenue 970,362,432 987,171,065 967,561,212 Expenses Instruction 836,250,794 835,880,136 812,746,478 District Administration 26,488,653 32,161,686 25,444,336 Operations and Maintenance 97,049,978 96,695,645 92,817,930 Transportation and Housing 5,200,152 4,355,572 4,342,811 Total Expense 964,989,577 969,093,039 935,351,555 Operating Surplus (Deficit) for the year 5,372,855 18,078,026 32,209,657 Net Transfers (to) from other funds Tangible Capital Assets Purchased (2,283,118) (2,725,484) (5,097,110) Local Capital (3,089,737) (2,887,951) (3,729,881) Total Net Transfers (5,372,855) (5,613,435) (8,826,991) Total Operating Surplus (Deficit), for the year - 12,464,591 23,382,666 Operating Surplus (Deficit), beginning of year 33,100,976 9,718,310 Operating Surplus (Deficit), end of year 45,565,567 33,100,976 Operating Surplus (Deficit), end of year Internally Restricted (Note 23) 27,741,717 20,793,925 Unrestricted 17,823,850 12,307,051 Total Operating Surplus (Deficit), end of year 45,565,567 33,100,976 School District No. 36 (Surrey) Schedule of Operating Operations Year Ended June 30, 2026 Version: 4753-4007-2024 September 01, 2026 13:53 Page 31

extracted_unicode_chars：69811–72025

Span 74159e43-41e8-4cc6-8274-7b02ec54980c
Snapshot c00c3e36ed4b3f7f4314b8624dc1065b775f04b474b39fd6af8a325d9375e35b

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

School District No. 36 (Surrey) Page 1 of 3 Policy 19 – Accumulated Operating Surplus The Board of Education of School District No. 36 (Surrey) (the “Board”) is responsible for ensuring the long-term financial stability of the Surrey School District No. 36 (the “District”) and the responsible stewardship of public resources. An accumulated operating surplus provides financial protection against unforeseen circumstances, supports responsible multi-year planning, and enables the District to address emerging operational and educational priorities. The purpose of this policy is to provide clear, transparent guidance on the accumulation of surplus funds, how they are allocated for future spending and reporting requirements. 1. Authority a. The Board of Education will approve all appropriations of surplus and local capital funds. This may be done as part of the annual budget process, financial statement approval or as required throughout the year. b. The Secretary-Treasurer has responsibility for the implementation, management and reporting of the accumulated operating surplus as approved by the Board. 2. Accumulated Operating Surplus a. An operating surplus means the Board has financial resources that can be used to provide services beyond the current year. A board achieves an operating surplus when its annual revenue exceeds annual expenses. b. These resources are designed to help plan for extraordinary future expenditures and protect the district from unforeseen financial and operating events or circumstances to avoid affecting services to students. These resources are an important factor in determining the overall financial health of the District. 3. Structure of the Accumulated Operating Surplus Accumulated operating surplus may include the following components: a. Internally Restricted Operating Surplus i. Boards can set aside a certain portion of operating surplus for items that are linked to the strategic plan and future operational needs. When funds are restricted for use in future years, the Board must ensure that the restrictions are made for defined operational needs with reasonable timelines.

extracted_unicode_chars：0–2191

Span 77eb06ba-d21b-48e7-8f3e-4c93ed1a16d9
Snapshot 857a0832696d4ee350b58ae244c633dadce62edc9b0099716683df4b4f8ade70

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

3 | Page  Ensuring appropriate relationships exist between positions in the district’s organizational hierarchy.  Considering the ways in which appropriate organizational and individual performance measures may be linked to the administration of the compensation system. In balancing external competitiveness with internal equity, the reference point for executive and exempt total compensation is currently the median of the relevant comparator labour market. The Board’s total compensation package for executive/senior management staff is comprised of the following elements. Cash Compensation Total cash compensation includes annual base salary, monthly vehicle allowance or leased vehicle and any other income determined by the Board or the statutory system of exempt staff compensation administration in the K-12 public education sector and the British Columbia Public School Employers’ Association (BCPSEA) exempt staff compensation management plan.  Annual base salary Annual base salary is considered in the context of the total compensation package.  Vehicle provisions Leased vehicle (Superintendent, Secretary-Treasurer, Deputy Superintendent & Executive Director, HR) Due to the size of the district, the need to visit schools and other district worksites, the requirement to transport out of district individuals, and the need to be available at any time, the Board provides a leased vehicle to the Superintendent, Secretary Treasurer, the Deputy Superintendent, and the Executive Director, HR. Recognizing the personal use that may be realized, these four individuals reimburse the district one-third of the vehicle leased costs. Vehicle allowance (All remaining Executive with employment contracts) Other senior management positions have the option to take a monthly allowance or the kilometrage reimbursement which is available to all employees who use their vehicle for business purposes. The monthly vehicle allowance is set at a level competitive with the vehicle allowances provided to senior managers in districts of similar size and geography. Other vehicle-related payments, including insurance and maintenance. The Superintendent, Deputy Superintendent, the Secretary-Treasurer and Executive Director of Human Resources are offered a vehicle leased by the district. The district is responsible for insurance, maintenance, and operating costs consistent with Canada Revenue Agency guidelines. All other executives receive a monthly allowance.  Other Income In addition to the annual base salary, the Board has the authority to approve discretionary cash compensation for the Superintendent/CEO. This may include, but is not limited to:

extracted_unicode_chars：5721–8454

Span 7a8baaa1-6da0-4160-af34-ed67f87e49cd
Snapshot fe733b494f94487d8e6a3dd1d3991b652541e3776905083f8f2390d14067510e

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

2025-2026 MANAGEMENT DISCUSSION AND ANALYSIS 15 Table 2 Aging Infrastructure The District continues to experiece significant pressures on both its physical and technological infrastructure as it responds to the needs of a large and growing educational system. While enrolment trends have shifted to a decline in the short term, years of sustained growth have increased demands on school facilities, building systems, technology infrastructure, and other core assets required to support educational delivery. While the District has made significant progress in restoring its financial stability, substantial infrastructure and technology renewal requirements continue to place pressure on its accumulated operating surplus. Available annual funding is often insufficient to address the full scope of these long-term needs, requiring the District to carefully prioritize existing resource allocations. Ongoing renewal of facilities, equipment, and technology systems is critical to maintain safe and effective learning environments, supporting educational service delivery, and ensuring operational continuity. Failure or delays in addressing these requirements lead to higher costs in the future years. The following areas remain key concerns: Outdated Enterprise Resource Planning (ERP) System The District’s legacy ERP system has continued to present operational challenges due to its age and limited functionality. The system’s constraints have impacted process efficiency, data integration, and access to timely information required to support effective decision-making across the organization. Recognizing these limitations, the District has commenced implementation of a modern ERP solution that is intended to enhance operational efficiency, improve data accessibility, and better support the District’s evolving educational and administrative needs. Until the conversion is complete, the District must manage the risks and resource demand associated with maintaining the existing system. Aging Technological Infrastructure The District’s technological infrastructure requires ongoing investment to maintain security resilience, support network modernization, manage technology lifecycles, and replace legacy communication systems. As the District’s reliance on digital systems continues to grow across educational and operational environments, maintaining secure, reliable, and scalable technology platforms is critical to supporting student learning, educational service delivery, operational continuity, administrative effectiveness. Many of the District’s technology assets, including network infrastructure, end-user devices, and supporting IT platforms, require regular renewal and modernization to meet evolving District operations and security standards. Delays in replacing aging or unsupported technology can increase the risk of educational & operational service disruptions, equitable acces to digital tools and resources to schools, system performance limitations, and security issues.

extracted_unicode_chars：23707–26759

Span 8e852f45-b225-4e2e-bf08-850e1c62cb0b
Snapshot 57cea67cad0bb233d04d4b7b370d789c9c96f0fe2dc5646b995df59db451c94b

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

School District No. 36 (Surrey) Page 2 of 3 ii. Appropriations of surplus funds require Board approval and may be made as part of the annual budget process, through approval of the annual financial statements or as required throughout the year. iii. There are 3 categories of internally restricted surplus: a. Restricted due to constraints on funds - This represents unspent funds that were provided for specific or targeted purposes by external sources. b. For Planned Future operation spanning multiple years - This is for situations where operating surplus funds need to be carried over to future years for operating purposes beyond the current year. This includes school budget carry overs, operating budget projects in progress and future years’ budget requirements. c. For anticipated future requirements - This is for identified non- recurring or one-time projects or initiatives that cannot be reasonably funded within a current year. b. Unrestricted Operating Surplus (Contingency) i. The Board is responsible for the financial stability and sustainability of the district and will maintain an unrestricted operating surplus (contingency) to address unforeseen events, emergent financial pressures, or revenue shortfalls. ii. The Board shall maintain an unrestricted operating surplus within a range of not less than 1% and not more than 3% of operating revenues, to mitigate potential financial risks and support prudent financial management. iii. Recognizing that any use of unrestricted operating surplus represents a one-time use of funding, the Board will incorporate into its future budget planning processes, strategies to ensure the unrestricted operating surplus remains within the range set out in subsection ii. 4. Local Capital Reserve a. The Board may maintain funds for future capital expenditures not specifically funded by the Ministry of Education and Child Care. These funds should be sufficient to cover the requirements for specifically identified capital expenditures for the following three years. b. Local capital typically funds capital expenditures for building improvements, infrastructure upgrades, equipment and vehicle replacement or major/minor facility repairs. 5. Interfund Transfers a. Interfund transfers are funds transferred from one fund to another (e.g., between Operating Fund and Capital Fund). Interfund transfers require Board approval.

extracted_unicode_chars：2194–4634

Span 93edc158-03fa-4d7c-b8b1-0a87c8095fdc
Snapshot 857a0832696d4ee350b58ae244c633dadce62edc9b0099716683df4b4f8ade70

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

5 | Page The decision whether to grant a salary increase to the position of Superintendent only is at the sole discretion of the Board of Education and is the only executive/exempt position for which BCPSEA approval of an increase to any element of the compensation package is not required. In determining whether a salary increase is warranted, the Board considers such factors as performance, competence, external competitiveness, and internal equity including the maintenance of appropriate salary differentials through the organization. The Board typically utilizes market compensation data and salary/compensation structures developed by BCPSEA for this position as well as all other positions in the exempt staff structure. Potential increases are considered within the Board’s overall compensation budget. Accountability Underlying the Board’s compensation philosophy and approach is the understanding that legal and regulatory mandates are considered a baseline for implementing any compensation plan or practice. Compensation administration in the K-12 public education sector currently operates within the following context:  the Public Sector Employers Act, which establishes the legislative policy framework for exempt staff compensation administration in the public sector  the BCPSEA exempt staff compensation management plan (Policy 95-06, Compensation and Employment Standards for School District Employees Not Subject to a Collective Agreement), which is an approved compensation plan under the Public Sector Employers Act.  compensation mandates/direction facilitated by the PSEC Secretariat from time to time. Any adjustments to exempt staff compensation levels must align with the parameters of the prevailing compensation mandate/direction. Under the current compensation administration system in the K-12 sector:  the Board of Education is solely responsible for the establishment and maintenance of compensation levels for the position of Superintendent of Schools. As elected school trustees, the Board is accountable to its public and therefore ensures that it adheres to proper human resources practices including statutory requirements with respect to executive and exempt staff compensation.  proposed salary range placement and compensation adjustments for all other executive and exempt positions in the district must be reviewed and approved by BCPSEA prior to implementation.

extracted_unicode_chars：11507–13972

Span bc9b06d7-bab8-4a3c-baff-24f04c2ae7b6
Snapshot fe733b494f94487d8e6a3dd1d3991b652541e3776905083f8f2390d14067510e

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

Summary Other Compensation Table at 2025 Name and Position All Other Compensation Severance Vacation Payout Paid Leave Vehicle / Transportation Allowance Perquisites / Other Allowances Other Mark Pearmain, Superintendent $ 96,803 - $ 56,032 - $ 14,282 - $ 26,489 Simon Ayres, Asst. Secretary Treasurer $ 58,546 - $ 48,941 - $ 6,960 - $ 2,645 Jon Harding, Secretary Treasurer $ 38,511 - $ 27,161 - $ 11,350 - - Andrew Holland, Deputy Superintendent $ 98,529 - $ 77,423 - $ 21,106 - - Linda Michele Radomski, Executive Director (HR) $ 37,834 - $ 17,387 - $ 20,447 - - Raymond Velestuk, Secretary Treasurer $ 11,343 - $ 6,409 - $ 4,934 - -

extracted_unicode_chars：14862–15499

Span c955119d-6a01-439a-8fa8-046e6017285a
Snapshot fe733b494f94487d8e6a3dd1d3991b652541e3776905083f8f2390d14067510e

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

4 | Page  Payments in lieu of participation in a Savings Plan  Payments in lieu of long-service recognition  Matching contributions for employee benefits  Other forms of cash compensation as deemed appropriate by the Board All such payments are subject to Board review and approval. Non-cash Compensation The non-cash elements of the total compensation package include:  Health and welfare benefits such as basic medical, extended medical, dental, group life, short-term and long-term disability, employee and family assistance program, etc. consistent with such benefits as offered in the K-12 sector generally.  Pension benefits through either the Teachers’ Pension Plan or the Municipal Pension Plan.  Paid time off including an annual vacation entitlement of 45 days for the Superintendent, 40 days for the Deputy Superintendent, 40 days for the Secretary-Treasurer, and 35 days for the remaining senior management positions. Pursuant to the Public Sector Employers Act, carry forward of unused accumulated vacation is not permitted. If, however, the individual employment contract does allow for carry forward of unused accumulated vacation, then such vacation may be carried forward for one year only and at the end of that year, the unused accumulated vacation must be used in full, paid out, or a combination of the two. Compensation Administration The Board engages in consistent and ongoing administration of the compensation structure to ensure that reality matches philosophy and that equity is maintained. An ongoing system of compensation review conducted and managed through BCPSEA and the PSEC Secretariat ensures that total compensation levels are benchmarked externally against the appropriate labour market and internally against appropriate job criteria. The Board works with BCPSEA to obtain information and advice relating to the executive and exempt compensation structures and to ensure alignment with the compensation mandates/directions established for the provincial public sector by PSEC Secretariat.  Annual base salary administration The salary structure for executive and exempt positions is based on placement at the appropriate salary range in the structure reflective of labour market competitiveness and internal equity. Placement and progression through the salary range is dependent upon competency growth and performance. The maximum of the salary range typically represents the job rate for the position, defined as the salary that should be paid to an incumbent who has established themself as meeting all the goals and expectations of the position in a fully satisfactory manner. New hires are generally not placed at the job rate on commencement of employment, although due to the key leadership roles and responsibilities, such individuals are generally recruited at a highly competent level and are often placed at the mid- to maximum point in the salary range reflective of the required competence, qualifications, and experience.

extracted_unicode_chars：8457–11502

Span cc6f4e4a-3bca-4126-83a8-b8fbe7e6ca8a
Snapshot fe733b494f94487d8e6a3dd1d3991b652541e3776905083f8f2390d14067510e

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

School District No. 36 (Surrey) Page 2 of 3 4. Fiscal Responsibility a. The Board shall: i. Approve the budget guiding principles and decision-making criteria; ii. Approve the annual budget, amended budget and three-year financial plan; iii. Approve the process and timeline for budget deliberations; iv. Monitor financial performance and fiscal management; v. Appoint external auditor and review financial results and related reports; vi. Approve the annual five-year capital plan and Long Range Facilities Plan; vii. Approve the acquisition and disposition of District land and buildings; viii. Provide direction regarding the mandate for local employee negotiations; ix. Ratify memoranda of agreement with employee bargaining units; x. Review and monitor all accumulated surpluses and reserve funds to ensure financial health and stability; and xi. Regularly monitor the Enterprise Risk Management Plan (ERM). 5. Policy Development a. The Board shall: i. Create or amend Board policies as appropriate; ii. Identify the reason and/or intended purpose before creating a new policy; iii. Approve all policy statements; iv. Regularly review and evaluate policies; and v. Delegate authority to the Superintendent with respect to the creation, amendment or deletion of operational procedures, regulations or guidelines not specifically reserved to the Board. 6. Board/Superintendent Relations a. The Board shall: i. Select the Superintendent; ii. Provide the Superintendent with clear corporate direction; iii. Delegate in writing, administrative authority and identify responsibilities subject to the provisions and restrictions in provincial legislation and regulations; iv. Evaluate the Superintendent and review compensation in accordance with the Superintendent's contract; v. Respect the delegated authority of the Superintendent to carry out executive action and support those actions which are exercised within the delegated discretionary powers of the position; and vi. Upon recommendation of the Superintendent, approve the appointment of the Secretary-Treasurer. 7. Political Advocacy and Influence a. The Board shall: i. Identify priorities for advocacy, including, key messaging and focus.

extracted_unicode_chars：1778–4054

Span dc9b493c-53bb-4a60-93bf-eb6f4a8c7cd5
Snapshot fa04d3ab87f2d2c76464fe062206bd3df8e507406fdf9238fe040623d69e31c7

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

Summary Compensation Table at 2025 Previous Two Years Totals Total Compensation Name and Position Salary Holdback/Bonus/ Incentive Plan Compensation Benefits Pension All Other Compensation (expanded below) 2024/2025 Total Compensation 2023/2024 2022/2023 Mark Pearmain, Superintendent $ 364,207 - $ 22,204 $ 44,149 $ 96,803 $ 527,363 $ 412,429 $ 395,887 Simon Ayres, Asst. Secretary Treasurer $ 221,840 - $ 19,018 - $ 58,546 $ 299,404 $ 277,921 $ 268,323 Jon Harding, Secretary Treasurer $ 189,128 - $ 13,301 $ 17,608 $ 38,511 $ 258,548 $ 318,141 $ 294,653 Andrew Holland, Deputy Superintendent $ 273,179 - $ 20,377 $ 30,869 $ 98,529 $ 422,954 $ 328,797 $ 263,997 Linda Michele Radomski, Executive Director (HR) $ 237,930 - $ 18,575 $ 22,151 $ 37,834 $ 316,490 $ 238,642 Raymond Velestuk, Secretary Treasurer $ 51,485 - $ 8,243 $ 4,793 $ 11,343 $ 75,864 School District 36 (Surrey)

extracted_unicode_chars：13975–14860

Span e2ac434f-92d7-4335-abf1-98de45d0b7f7
Snapshot fe733b494f94487d8e6a3dd1d3991b652541e3776905083f8f2390d14067510e

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

Notes Mark Pearmain, Superintendent General Note: Mark received a 3% performance-based salary increase as of July 1, 2024 in accordance with the K-12 sector-based process for annual, performance-based salary increases for exempt staff. Leased vehicle was provided with no additional vehicle allowance. Other Note: Additional other income of $26,489 paid incorporates In lieu of 2% savings plan, In lieu of long-service and benefits matching. Simon Ayres, Asst. Secretary Treasurer General Note: Simon received a 3% performance-based salary increase as of July 1, 2024 in accordance with the K-12 sector-based process for annual, performance-based salary increases for exempt staff. Other Note: The Other Income entry reflects an override rate applied for coverage of the Secretary Treasurer's position. Jon Harding, Secretary Treasurer General Note: Jon received a 6.04% performance-based salary increase as of July 1, 2024 in accordance with the K-12 sector-based process for annual, performance-based salary increases for exempt staff. Jon's departure from the District was effective March 7, 2025. Leased vehicle was provided with no additional vehicle allowance. Andrew Holland, Deputy Superintendent General Note: Andrew received a 8.35% performance-based salary increase as of July 1, 2024 in accordance with the K-12 sector-based process for annual, performance-based salary increases for exempt staff. Leased vehicle was provided with no additional vehicle allowance. Linda Michele Radomski, Executive Director (HR) General Note: Michele's wage grid salary range was revised resulting in 17.93% salary increase as of July 1, 2024 in accordance with the K-12 sector-based guidelines. Vehicle allowance was paid for the period of July , 2024 - November 30, 2024 and leased vehicle was provided from December 1, 2025 with no additional vehicle allowance. Raymond Velestuk, Secretary Treasurer General Note: Raymond was hired on April 22, 2025. Leased vehicle was provided with no additional vehicle allowance.

extracted_unicode_chars：15501–17529

Span e4deacab-1336-40f9-b71d-95292a63f29a
Snapshot fe733b494f94487d8e6a3dd1d3991b652541e3776905083f8f2390d14067510e

attribution, boundary, date, date_label, summary, title, topic · School district / employee organization named in the source

Schedule 2C (Unaudited) School District No. 36 (Surrey) Operating Expense by Function, Program and Object 1 Instruction 1.02 Regular Instruction 1.03 Career Programs 1.07 Library Services 1.08 Counselling 1.10 Special Education 1.20 Early Learning and Child Care 1.30 English Language Learning 1.31 Indigenous Education 1.41 School Administration 1.60 Summer School 1.61 Continuing Education 1.62 International and Out of Province Students 1.64 Other Total Function 1 4 District Administration 4.11 Educational Administration 4.40 School District Governance 4.41 Business Administration Total Function 4 5 Operations and Maintenance 5.41 Operations and Maintenance Administration 5.50 Maintenance Operations 5.52 Maintenance of Grounds 5.56 Utilities Total Function 5 7 Transportation and Housing 7.41 Transportation and Housing Administration 7.70 Student Transportation 7.73 Housing Total Function 7 9 Debt Services Total Function 9 Total Functions 1 - 9 Year Ended June 30, 2026 Total Employee Total Salaries Services and 2026 2026 2025 Salaries Benefits and Benefits Supplies Actual Budget Actual $ $ $ $ $ $ $ 379,225,174 95,662,074 474,887,248 9,391,538 484,278,786 488,326,672 473,720,507 4,909,376 1,332,118 6,241,494 1,757,543 7,999,037 7,664,491 8,552,223 10,781,172 2,755,667 13,536,839 4,180,251 17,717,090 18,302,661 17,104,989 11,679,194 2,989,555 14,668,749 - 14,668,749 14,613,775 14,059,200 133,430,419 41,075,084 174,505,503 2,510,487 177,015,990 174,701,450 168,745,784 93,190 33,918 127,108 52,971 180,079 - 342,297 36,920,376 9,476,977 46,397,353 16,213 46,413,566 44,451,207 44,321,204 4,037,876 1,127,145 5,165,021 402,478 5,567,499 5,047,800 5,065,919 49,195,608 12,521,430 61,717,038 1,467,046 63,184,084 63,242,086 61,546,949 3,959,105 792,032 4,751,137 94,087 4,845,224 5,367,984 4,835,742 412,684 58,283 470,967 30,249 501,216 498,094 363,406 5,457,180 1,382,108 6,839,288 1,801,195 8,640,483 10,311,464 9,926,322 2,993,129 830,972 3,824,101 1,044,232 4,868,333 3,723,110 4,161,936 643,094,483 170,037,363 813,131,846 22,748,290 835,880,136 836,250,794 812,746,478 4,115,325 809,481 4,924,806 713,770 5,638,576 5,737,528 5,901,298 980,652 146,510 1,127,162 337,866 1,465,028 1,490,701 1,617,003 13,133,201 3,055,631 16,188,832 8,869,250 25,058,082 19,260,424 17,926,035 18,229,178 4,011,622 22,240,800 9,920,886 32,161,686 26,488,653 25,444,336 5,356,841 1,029,119 6,385,960 4,880,658 11,266,618 11,254,627 10,700,139 39,534,207 11,115,633 50,649,840 14,809,455 65,459,295 64,271,072 61,815,720 3,155,759 840,960 3,996,719 1,554,606 5,551,325 6,318,619 5,608,965 - - - 14,418,407 14,418,407 15,205,660 14,693,106 48,046,807 12,985,712 61,032,519 35,663,126 96,695,645 97,049,978 92,817,930 338,217 85,694 423,911 1,355 425,266 384,673 374,627 452,591 177,551 630,142 3,300,164 3,930,306 4,815,479 3,968,184 - - - - - - - 790,808 263,245 1,054,053 3,301,519 4,355,572 5,200,152 4,342,811 - - - - - - - 710,161,276 187,297,942 897,459,218 71,633,821 969,093,039 964,989,577 935,351,555 Page 35 Version: 4753-4007-2024 September 01, 2026 13:53

extracted_unicode_chars：82864–88764

Span e81aedb1-56b1-46d1-8404-06c010b97df3
Snapshot c00c3e36ed4b3f7f4314b8624dc1065b775f04b474b39fd6af8a325d9375e35b

attribution, boundary, date, date_label, quote, summary, title, topic · School district / employee organization named in the source

Schedule 2 2026 Amended 2026 Annual Budget Annual Budget $ $ Revenues Provincial Grants Ministry of Education and Child Care 930,798,864 941,910,627 Other 356,200 369,600 Federal Grants 5,029,251 4,135,843 Tuition 12,070,575 13,633,450 Other Revenue 3,057,494 3,007,836 Rentals and Leases 5,659,306 4,617,769 Investment Income 2,290,758 2,687,307 Total Revenue 959,262,448 970,362,432 Expenses Instruction 818,355,725 836,250,794 District Administration 32,524,713 26,488,653 Operations and Maintenance 97,229,775 97,049,978 Transportation and Housing 4,898,463 5,200,152 Total Expense 953,008,676 964,989,577 Net Revenue (Expense) 6,253,772 5,372,855 Net Transfers (to) from other funds Tangible Capital Assets Purchased (4,673,635) (2,283,118) Tangible Capital Assets - Work in Progress - Local Capital (1,580,137) (3,089,737) Total Net Transfers (6,253,772) (5,372,855) Budgeted Surplus (Deficit), for the year - - School District No. 36 (Surrey) Amended Annual Budget - Operating Revenue and Expense Year Ended June 30, 2026 Version: 7476-6730-4748 January 28, 2026 10:48 Page 6

extracted_unicode_chars：7504–9218

Span ef798706-e9b4-40f5-99c8-aa73bd9db49e
Snapshot 06f76dde172303cd8700e8f9acd352c1f8d78f738db7c4246b9c91a0da88d78d

attribution, boundary, date, date_label, summary, title, topic · Surrey Schools

69 additional IESW positions (40 approved in May's preliminary budget, plus 29 added in August)

2026-10-16（温哥华时间）阅读 · New positions for 2026-27

网页阅读记录 web:5838f1f3-3c02-4374-8f87-7911a4bd54e7