Surrey 学区薪酬研究依据 · support

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.

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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.

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attribution, boundary, date, date_label, summary, title, topic · BC Ministry of Education and Child Care

4 Column Definition TOTAL_FTE The total FTE count of students. INDIGENOUS_FTE The FTE count of students who self-identified as being of Indigenous ancestry. ELL_FTE The FTE count of students who were identified as receiving an English Language Learning program. FRENCH_IMMERSION_FTE The FTE count of students enrolled in a French Immersion program. DISABILITIES_AND_DIVERSE_ ABILITIES_FTE The FTE count of students enrolled in a Disabilities and Diverse Abilities (formerly Special Needs) category. RESIDENT_FTE The FTE count of resident students. ADULT_FTE The FTE count of adult students.

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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.

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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.

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attribution, boundary, date, date_label, summary, title, topic · BC Ministry of Education and Child Care

3 Column Definition FACILITY_TYPE The facility type describes the type of program offered and the way in which it is delivered. Values: ‘All Facility Types’ ‘Alternate’ ‘Continuing Education’ ‘Long Term PRP’ ‘Online Learning’ ‘Standard’ ‘Youth Custody’ GRADE The grade of the student. If the student is not in a specific grade, the student is labelled as ungraded, either elementary or secondary. Ungraded categories include students who are taking courses at a number of levels and whom the school personnel do not consider to be in a specific grade. Values ‘1’ through ‘12’ ‘All Elementary’ (= a roll-up of Grades K-7, including elementary ungraded) ‘All Grades’ (= a roll-up of all grades including ungraded and Graduated Adults) ‘All K’ (= a roll-up of all KF and KH) ‘All Secondary’ (= a roll-up of all Grades 8-12, including secondary ungraded) ‘Elementary Ungraded’ ‘Graduated Adult’ ‘KF’ (= Kindergarten full-time) ‘KH’ (= Kindergarten half-time) ‘Secondary Ungraded’ TOTAL_ENROLMENT The total number of students enrolled. INDIGENOUS_ENROLMENT The number of students enrolled who self-identified as being of Indigenous ancestry. ELL_ENROLMENT The number of students enrolled who were identified as receiving an English Language Learning program. FRENCH_IMMERSION_ENROLMENT The number students enrolled in a French Immersion program. DISABILITIES_AND_DIVERSE_ ABILITIES_ENROLMENT The number of students enrolled in a Disabilities and Diverse Abilities (formerly Special Needs) category. RESIDENT_ENROLMENT The number of resident students enrolled. ADULT_ENROLMENT The number of adult students enrolled.

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attribution, boundary, date, date_label, quote, summary, title, topic · BC Ministry of Education and Child Care

2024/2025,District Level,Public School,036,Surrey,,,All Facility Types,All Grades,85187,3353,24715,2904,9994,84406,2611,80223.875,3206,24666,2878.25,9886.0625,79512.125,449.6875

2026-10-16（温哥华时间）阅读 · CSV read: District Level / 036 / All Facility Types / All Grades; exact file SHA256 bf0e570c92e46d43596081df02b6194c32c68b8e63afb88d3c43518157a09eb1; six school years retained in calculation receipt

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