Current (https://current.org/author/juliedrizin-2/)
Executive Director
Julie Drizin is the first executive director of Current, leading the organization’s content, revenue, development and community engagement strategies. Julie previously served as Director of the Journalism Center on Children and Families at the University of Maryland’s Philip Merrill College of Journalism, where she taught undergraduates and managed the Casey Medals for Meritorious Journalism. She has worked in and around public media for three decades, including stints with the Association of Independents in Radio, the National Center for Media Engagement, J-Lab, WETA and WXPN. An award-winning producer and innovator, Julie launched two successful national shows, Democracy Now! and NPR’s Justice Talking. She is a mom to two teenage daughters.
“There needs to be a change of mindset about how we collectively serve the public,” says the outgoing CEO of Northern California Public Media.
“I give a lot of credit to those around me who have helped make WFYI and me successful,” says Wright, who recently retired as president of the Indianapolis stations.
Tell Current what your station is doing to become more engaging, relevant, sustainable and local, and you could win fame and fortune.
“We need to stop worrying about things we can’t control,” says the retired GM of WUWM in Milwaukee. “Let’s continue to build from our strengths.”
Regardless of the role you play in a public media organization, “always remember that it is all about serving the needs of the people in your community,” says the retired CEO of San Francisco’s KQED.
Develop relationships with local supporters to improve your station’s community service, says the retired Nashville Public Radio GM, because advice from public radio colleagues can take you only so far.
Reflecting on her 23 years as CEO of WYNC and NYPR, Laura Walker says success in public media comes from reaching for both ideals.
The outgoing president of Connecticut Public looks back on his career at the station: “I had a terrific board of directors, and we kept reinventing ourselves.”
Truly, what is more dangerous: two men making a sacred commitment to one another, or the denial of that reality?