91��Ƭ

Dr. Anthony Dixon, a (91��ƬLI) founding administrator and superintendent of South Carolina’s Berkeley County School District, says political dynamics, internal tensions and community pressure are competing for superintendents’ attention.

He’s got some advice for staying focused on the core mission: student success.

District 91��Ƭistration sat down with Dixon ahead of his upcoming speech at the in Isle of Palms, South Carolina. Here’s what he had to say about leading the fourth-largest district in the state, his involvement with 91��ƬLI and his goals for the 2026-27 school year.

1. You outlined several goals for the current school year, including construction projects, teacher compensation and remodeling the district’s alternate school program. How are these projects shaping up as we quickly near the end of the school year?

Berkeley County is a growing district, and we were fortunate to have strong community support in passing our seven-year penny sales tax referendum. That plan allows us to build two new schools and complete a full school renovation, scheduled to open in August. We are also upgrading athletic facilities across several of our high schools based on their current needs.

As the fourth-largest district in South Carolina and one of the fastest-growing counties in the state, we know this work cannot stop there. We will continue partnering with our community to landbank property and plan for additional schools so we can stay ahead of our growth.

Teacher compensation has also remained a priority. Currently, we offer the third-highest starting salary for first-year teachers in the state. We have extended our salary schedule beyond 30 years of service and continue to work with our committed school board to ensure teacher compensation remains a priority.

We have also reimagined our alternative school program, now called Next Steps Learning Center. We do not view it as the end of a student’s academic journey, but rather a next step.

The program provides academic instruction along with social-emotional wraparound services for students and families. Our goal is to equip students with the skills, tools and support they need to successfully transition back into the traditional school environment, and those supports continue even after they return.

2. Berkeley County has grown rapidly since you took the helm. What initiatives are contributing to this growth, and what strategies do you rely on to recruit and retain high-quality teachers to match enrollment increases?

Berkeley County has experienced significant growth, and much of that is tied to economic development across the region. Companies like Volvo, Boeing and Redwood have brought new opportunities to the area, making the community an attractive place for families to live and work.

With that growth comes the responsibility to ensure our schools remain strong. We have developed a comprehensive recruitment strategy that goes beyond salary. While competitive pay is important, we also invest heavily in professional learning, leadership development, and career pathways for teachers.

Retention is really about creating the right conditions. Teachers want to work in environments where they are supported, where their voices are heard and where they have opportunities to grow professionally.

Our focus is on building a culture where educators can thrive and become the best teachers in the Lowcountry.

3. You’ve previously held roles focused on academics and innovation. Where do you see the greatest opportunities for academic innovation in BCSD?

One of the greatest opportunities for academic innovation in Berkeley County is strengthening clarity around instruction. Innovation is not always about adding something new; often it is about ensuring that what we do is clear, consistent and focused on student learning.

We are continuing to refine our instructional framework so that every classroom provides rigorous, grade-level learning experiences. We are also strengthening how leaders and teachers use data to inform instruction and respond to student needs in real time.

Additionally, we see opportunities in expanding personalized learning, strengthening career and technical education pathways, and leveraging technology to enhance—not replace—high-quality instruction. Ultimately, innovation must always lead to better outcomes for students.

4. What’s top-of-mind for you as you prepare for the 2026-27 school year?

My focus is on maintaining the strength of our instructional framework and continuing to develop clarity around data-driven instructional leadership across the district.

We will also continue investing in our teachers and leaders while ensuring that our resources and finances remain aligned to support teaching and learning.

Equally important is continuing our partnership with the school board, community members, local government, teachers, parents and families. Strong school systems are built through strong partnerships, and ensuring the right conditions exist for our educators and students remains a top priority.

5. Finally, tell me about your involvement with the District 91��Ƭistration Leadership Institute. What’s the topic for your presentation at the upcoming superintendents summit?

I have had the privilege of serving as a founding administrator with the District 91��Ƭistration Leadership Institute. My goal has always been to support fellow superintendents by creating opportunities for professional growth while also acknowledging the mental and emotional demands of leadership.

At the upcoming Superintendents Summit, my presentation is titled “Leading as Chief People Officer: Building Systems That Outlast the Noise.”

In today’s environment, there is always something competing for a superintendent’s attention—community pressure, staffing challenges, political dynamics and internal tensions. It is easy to get pulled into reacting instead of leading.

What I have learned is that when the work depends too heavily on the personality of the leader, it begins to fracture under pressure. But when the work is grounded in strong systems anchored in mission and focused on students, it can withstand a great deal.

I plan to discuss how leaders anchor to mission, align people to their strengths, create clarity around decision-making, communicate consistently and remain predictable in their values. Leading as chief people officer is not simply about hiring and evaluations—it is about designing a people system that remains steady even when there is disagreement or noise around the work.

Quite honestly, this is the work I live every day.