Christopher Portelli of Setauket on What Volunteer Fire Departments Teach About Leadership

Leading a volunteer fire department is different from managing most organizations. When an alarm comes in, the chain of command is clear. Someone has to assess the situation, make decisions quickly, and direct the firefighters responding to the call. But the trust that makes that chain of command work takes time to build.

Volunteer firefighters have jobs, families, and responsibilities outside the department, and the time they give to it is a significant commitment. A chief can hold formal authority, but a title alone won’t keep people engaged or earn their confidence. That comes from training together, answering calls together, and seeing firsthand how someone leads.

Christopher Portelli of Setauket has spent more than two decades in that environment. He joined the Central Islip Fire Department on Long Island in 2002 and has remained with the department ever since. Over the years, he served as Lieutenant and Captain, spent seven years as a chief officer, and served as Chief of the Department from 2019 to 2021. As Chief, he oversaw emergency operations for roughly 180 volunteer firefighters.

His high-stakes leadership experience began earlier during his service as a United States Navy Explosive Ordnance Disposal technician. Between the military and the fire department, Portelli has spent close to 28 years in roles where preparation, judgment, communication, and trust have immediate consequences. Those experiences have also shaped how he leads in business, where many circumstances differ but some basic demands of leadership are surprisingly similar.

Trust Is Built Over Time

A fire officer doesn’t begin earning people’s confidence when a serious call comes in. By then, firefighters have already spent months or years seeing how that person leads.

They’ve watched how the officer handles training, whether they listen when someone raises a concern, and what happens when a call becomes more complicated than expected. They’ve also seen whether the standards an officer expects from everyone else are the same ones that officer follows personally.

A firefighter entering a structure under an officer’s command needs confidence in the decisions being made. Rank establishes who is giving the direction, but trust in that person’s judgment comes from experience.

The volunteer structure makes those relationships especially important. Members are balancing their involvement with careers, families, and responsibilities outside the department. Keeping people engaged takes more than assigning them a role and expecting them to fill it. They need to know their time is valued and have confidence in the people leading them.

The same principle carries into other workplaces. A position may give someone the authority to make a decision, but whether people trust that decision depends on the leader’s track record.

Training Has to Prepare People for the Call They Haven’t Had Yet

Training in a volunteer department has to compete with the rest of people’s lives. Members may arrive at the firehouse after working all day and still need to practice ladder operations, ventilation, search techniques, hazardous materials response, vehicle extrication, and other skills they may eventually have to perform under much more difficult conditions.

That makes training time important. People aren’t simply filling hours on a calendar. They’re preparing for situations in which hesitation or confusion can have serious consequences.

Much of that preparation comes down to repetition. The more familiar firefighters are with equipment and procedures, the less attention they have to devote to remembering basic steps when something unexpected happens. That gives them more room to assess changing conditions and concentrate on the problem in front of them.

For officers, training also reveals what may not be obvious until people try to put a procedure into practice. It shows where a crew is strong, where someone needs more experience, and which plans work better on paper than they do in the field.

Portelli spent years doing that before becoming responsible for leading it. By the time he became Chief, preparing other firefighters was as much a part of the job as making decisions once an emergency was underway.

Some Decisions Can’t Wait for Perfect Information

Emergency scenes rarely provide everything an officer wants to know before making the first decisions.

On arrival, there are immediate questions. What is happening? Is anyone inside? Where is the greatest danger? What resources are already available, and what else is needed? Some answers may take time, but the situation keeps developing while they gather them.

Portelli was familiar with making decisions under pressure before joining the fire service. As a Navy Explosive Ordnance Disposal technician, he worked in a specialty that requires identifying and safely handling explosive hazards in circumstances where mistakes can carry severe consequences.

That experience taught him to make careful decisions even when some questions remain unanswered. The goal isn’t simply to act quickly. It’s to gather the available information, make the best call possible, and stay alert to anything that might require a change in direction.

The same kind of judgment has proved useful in Portelli’s business career. Customer problems, operational failures, staffing issues, and unexpected changes can all require action before every question has been answered. A leader has to make the best decision possible with the information available and recognize when new information calls for a different one.

People Need to Be Able to Deliver Bad News

A fire officer needs an accurate picture of what’s happening, especially when the news isn’t good.

If a crew can’t accomplish an assigned task, command needs to know. If conditions inside a building deteriorate, that information needs to travel quickly. Waiting because someone is worried about how the message will be received only gives the problem more time to grow.

How a leader responds when someone brings them a problem strongly affects whether people will speak up next time. If every problem is met with blame, people learn to soften what they say or wait until they’re completely certain before raising a concern. If the priority is understanding what’s happening and finding a solution, they’re more likely to communicate early.

Portelli has carried that preference for direct communication into his civilian work. Colleagues and customers have described him as direct, transparent, and relationship-driven, with a willingness to raise problems while there’s still time to address them.

Most people prefer to hear difficult news early, when there’s still time to act. The harder part is creating an environment where people feel comfortable delivering it.

Leading Through a Situation Without a Playbook

Portelli’s term as Chief included a challenge no amount of traditional fire training could have fully anticipated.

When the COVID-19 pandemic began, the Central Islip Fire Department still had to answer emergency calls. At the same time, members were confronting new questions about exposure, protective equipment, patient contact, and the possibility of bringing the virus home to their families.

Information was changing quickly, guidance continued to evolve, and the department still had to decide how its members would operate.

As Chief, Portelli authored the department’s formal COVID-19 response protocols. He had to work with the information available at the time, establish procedures members could follow, and revise them as more became known.

Putting those procedures in writing was an important part of the process. A department of roughly 180 volunteers couldn’t depend on everyone individually asking the Chief what to do whenever a new question came up. Members needed clear guidance they could refer to and apply consistently, without depending on Portelli being available to explain it personally.

Eventually, Someone Else Becomes Chief

One unusual thing about leadership in a volunteer fire department is that the hierarchy changes while many of the same people remain.

A chief serves a term, and then someone else takes over. The former chief may continue responding to calls, attending training, and participating in the department, now under the leadership of people who once served under them.

Portelli did exactly that. When his term as Chief ended in 2021, his connection to the Central Islip Fire Department didn’t end. He remained a member of the organization he had led.

Knowing they will still be there afterward can shape how a chief approaches leadership while holding the role. Developing other officers becomes more important, as does putting systems in place that don’t depend on one person, so the next chief inherits a department prepared to keep moving forward.

Portelli’s community involvement reflects a similar commitment to maintaining long-term connections. He supports the food pantry at St. Patrick’s Church in Smithtown, New York, the same organization that provided food for his family when he was growing up.

Bringing Fire Service Experience Into Business

Portelli’s civilian career has given him a very different setting to apply what he learned through military and fire service leadership.

In 2013, he was hired as the sole American employee of a German ultrasonic technology manufacturer. No U.S. organization or customer base existed to support him. Much of the operation had to be built from the ground up.

He eventually developed the American entity into a 15-person organization with full profit-and-loss responsibility across sales, operations, service, finance, facilities, and personnel.

Building a company and commanding an emergency scene are clearly different jobs. What carries over is the need to understand how the entire operation functions, including problems that may not fall neatly within one person’s area of responsibility.

A fire chief can’t focus only on the crew inside a building. They also have to consider water supply, additional resources, changing conditions, firefighter safety, communications, and what may happen next.

Running a growing company brings its own collection of moving parts. Sales affect service. Hiring affects operations. Financial decisions shape what the company can do next. Problems rarely stay confined to one department.

For Portelli, years spent overseeing fireground operations gave him experience keeping the bigger picture in view while still paying attention to what was happening in front of him.

What Volunteer Fire Departments Can Teach Other Leaders

People join volunteer fire departments for different reasons. Some grew up around the fire service. Some want to serve their communities. Others value the friendships, challenge, tradition, or sense of responsibility that comes with being part of a department.

Whatever brings them there, keeping a volunteer department functioning year after year depends on people continuing to show up for one another. That places particular demands on the people leading them. Officers have to prepare members before they’re needed, make decisions when conditions are uncertain, listen when someone brings them a problem, and help develop the people who will eventually take their place.

Christopher Portelli has led in several positions within the Central Islip Fire Department, and he’s also had the unusual experience of leading the department and then staying on after someone else took over. That perspective doesn’t come from holding a particular rank. It comes from spending enough time in the organization to see what happens before, during, and after a person is in charge.

The Lesson Underneath All the Others

Ask people who have spent years in a volunteer fire department what the experience taught them about leadership, and many of the answers come back to trust. A title gives an officer certain responsibilities, but it doesn’t automatically give that person the confidence of the people they’re leading. That develops through time spent training together, responding to calls, making decisions, and following through.

Portelli has experienced that from several positions within the same organization, including his time as Chief and the years he remained with the department afterward. That progression has let him see leadership from different places within the same organization and understand how much of it depends on what happens outside the years when someone holds the highest rank.

The same experience has followed him into his work outside the firehouse. People pay attention to whether a leader is prepared, communicates clearly, and is willing to take responsibility for the decisions they make. Those habits aren’t unique to emergency services, but a volunteer fire department makes their importance difficult to ignore.

Being put in charge means taking responsibility for leading. Whether people trust someone enough to follow is something that has to be earned.

About Christopher Portelli

Christopher Portelli of Setauket is a business executive, engineer by training, and United States Navy Explosive Ordnance Disposal veteran who has spent more than two decades building organizations and serving his community on Long Island.

He joined the Central Islip Fire Department in 2002 and later served as Lieutenant, Captain, Chief Officer, and Chief of the Department. He remains a member of the department today.

Since 2013, Portelli has served as Managing Director and President of SONOTEC US Inc., the American entity of German ultrasonic technology manufacturer SONOTEC GmbH. Portelli earned a Bachelor of Science from the State University of New York at Plattsburgh and a Master of Business Administration from the New York Institute of Technology. He lives in East Setauket and is the father of a son, James, Luna, and Carter.

From a Father’s Bedtime Story to a Living Adventure: The Journey Behind Cutter the Bear

Some stories are written to entertain. Others are written to endure. And then there are stories like Cutter the Bear: The Adventure Begins, born not from ambition, but from love. What started as a simple bedtime connection between a father and his young son has now grown into a meaningful, multi-generational narrative, one that carries warmth, wisdom, and a quiet understanding of the world around us. In an open and heartfelt interview, the author shares how this story began decades ago, not in a publishing house or a structured writing process, but in the quiet absence of home. Back in 1990, while traveling frequently for work, he found himself missing the simple act of reading to his young son. That absence became the seed of something unexpected. Instead of just missing those moments, he created them, writing a story that he could later share, chapter by chapter, with his child. That story was Cutter the Bear.

Years passed. Life moved forward. But stories, when rooted firmly enough, wait. When his grandson reached the same tender age, curious, imaginative, drawn to pictures and animals, the author returned to that unfinished idea and completed it, transforming it into the book we see today. What was once written for a son became a gift for a grandson. And in that quiet continuity, the story found its true purpose. One of the most striking aspects of the interview is how naturally the author connects childhood curiosity to the book’s themes. His inspiration does not come from abstract ideas, but from lived experience, watching children interact with the world. He observes his grandson fascinated by small details: bugs in the ground, squirrels in the yard, geese by the lake. That sense of wonder isn’t taught. It is instinctive. And it is precisely this instinct that shapes the world of Cutter.

In the opening pages, we see this same innocence expressed. Cutter wakes up to a simple moment, a drop of morning dew landing on his nose, yet it feels like the beginning of something grand. He stretches, listens to birds, and thinks to himself, “What a wonderful day to be alive!” It is a small line, but it carries the book’s entire philosophy: adventure does not begin with danger or drama. It begins with awareness. Unlike many children’s stories that turn animals into exaggerated heroes or caricatures, the author takes a different path. He presents animals as they are, intelligent, emotional, and deeply connected to their environment. This approach comes directly from his own upbringing in rural Pennsylvania, where forests, farms, and creeks were part of everyday life. He didn’t imagine these animals. He observed them. And more importantly, he learned from them.

One story he shares in the interview reveals a powerful lesson. As a child, he once kicked at a snake out of fear, only to realize later that the snake reacted defensively, not aggressively. That moment shaped one of the book’s core messages. Fear often comes from misunderstanding. This idea echoes throughout the narrative. The story gently reminds readers, especially young ones, not to judge based on appearance or instinct. Whether it’s a goose, a snake, or another unfamiliar creature, there is always more beneath the surface. Cutter’s world is not limited to his own kind. His friendships cross natural boundaries. A bear befriends a goose, interacts with a dog, and connects with animals from both forest and farm. The author explains that this choice is intentional. It shows a broader truth. Difference does not mean division. In the book, Cutter’s relationship with Sophie the goose is particularly meaningful. Sophie is observant, intelligent, and protective. She notices things others miss, hears what others ignore, and often guides Cutter without overpowering him.

Through these interactions, the story subtly teaches cooperation, not as an idea, but as a necessity. Each character brings something unique. Each has strengths and limitations. As the author puts it in the interview, everyone has strengths and weaknesses, and the focus should stay on the strengths. Before Cutter ever sets out on an adventure, he is grounded in something deeper: family. The story begins not with conflict, but with connection. Cutter wakes his parents, plays with them, and learns from them. His father guides him toward the stream, setting the tone for exploration, while his mother teaches him about their home, the den, and what it means to belong. This is not accidental. The author emphasizes that family relationships are central to the story and will become even more significant in future books. These relationships are not just background. They shape how Cutter sees the world. And that is perhaps one of the most honest elements of the narrative. Before any journey outward, there is always a foundation inward.

Ultimately, The Adventure Begins is not about a single event. It is about a mindset. Cutter is always looking for what comes next. He steps out of his den not because he must, but because he wants to. Curiosity drives him. That curiosity leads to the story’s central conflict: the search for a missing animal. This plotline, as the author reveals, draws on real-life animal behavior, particularly the protective nature of geese. In one memorable real-world incident, a goose defended smaller animals so fiercely that it chased away a human child. That instinct (to protect, to respond, to act) is woven directly into the story. But beyond the immediate adventure lies a deeper layer. The book also touches on changing environments, paths turning into roads, forests being altered, animals adapting to human presence. These are not heavy-handed messages, but quiet realities. The author frames them as part of life’s ongoing adventure. Change can be frightening, but it can also be understood, met, and even embraced.

No discussion of the book is complete without acknowledging its visual depth. The illustrations, created by Olena Prykhodko, are not simply decorative. They are immersive. The author describes discovering her work and being struck by its realism and movement. Her ability to make scenes feel alive adds a powerful dimension to the story. In many ways, the illustrations mirror the author’s vision: grounded, expressive, and deeply attentive to detail. Perhaps the most telling moment in the interview is when the author reflects on the future. This is not a one-time story. It is a series. Each upcoming book will explore different characters more deeply, expanding the world while keeping Cutter at its heart. The adventures will continue, but so will the lessons. And that may be the true strength of Cutter the Bear. It does not try to overwhelm the reader. It does not rush toward a grand conclusion. Instead, it opens a door and invites readers to step through it, one moment at a time.

In the end, what makes Cutter the Bear special is not just its story, but its origin. It is a book written across time, connecting a father, a son, and a grandson. It is a story shaped by real experiences, quiet observations, and a deep respect for the natural world. Most importantly, it reminds us that adventure does not begin somewhere far away. Sometimes, it begins with a single thought: What a wonderful day to be alive.

From a Father’s Bedtime Story to a Living Adventure: The Journey Behind Cutter the Bear

Some stories are written to entertain. Others are written to endure. And then there are stories like Cutter the Bear: The Adventure Begins, born not from ambition, but from love. What started as a simple bedtime connection between a father and his young son has now grown into a meaningful, multi-generational narrative, one that carries warmth, wisdom, and a quiet understanding of the world around us. In an open and heartfelt interview, the author shares how this story began decades ago, not in a publishing house or a structured writing process, but in the quiet absence of home. Back in 1990, while traveling frequently for work, he found himself missing the simple act of reading to his young son. That absence became the seed of something unexpected. Instead of just missing those moments, he created them, writing a story that he could later share, chapter by chapter, with his child. That story was Cutter the Bear.

Years passed. Life moved forward. But stories, when rooted firmly enough, wait. When his grandson reached the same tender age, curious, imaginative, drawn to pictures and animals, the author returned to that unfinished idea and completed it, transforming it into the book we see today. What was once written for a son became a gift for a grandson. And in that quiet continuity, the story found its true purpose. One of the most striking aspects of the interview is how naturally the author connects childhood curiosity to the book’s themes. His inspiration does not come from abstract ideas, but from lived experience, watching children interact with the world. He observes his grandson fascinated by small details: bugs in the ground, squirrels in the yard, geese by the lake. That sense of wonder isn’t taught. It is instinctive. And it is precisely this instinct that shapes the world of Cutter.

In the opening pages, we see this same innocence expressed. Cutter wakes up to a simple moment, a drop of morning dew landing on his nose, yet it feels like the beginning of something grand. He stretches, listens to birds, and thinks to himself, “What a wonderful day to be alive!” It is a small line, but it carries the book’s entire philosophy: adventure does not begin with danger or drama. It begins with awareness. Unlike many children’s stories that turn animals into exaggerated heroes or caricatures, the author takes a different path. He presents animals as they are, intelligent, emotional, and deeply connected to their environment. This approach comes directly from his own upbringing in rural Pennsylvania, where forests, farms, and creeks were part of everyday life. He didn’t imagine these animals. He observed them. And more importantly, he learned from them.

One story he shares in the interview reveals a powerful lesson. As a child, he once kicked at a snake out of fear, only to realize later that the snake reacted defensively, not aggressively. That moment shaped one of the book’s core messages. Fear often comes from misunderstanding. This idea echoes throughout the narrative. The story gently reminds readers, especially young ones, not to judge based on appearance or instinct. Whether it’s a goose, a snake, or another unfamiliar creature, there is always more beneath the surface. Cutter’s world is not limited to his own kind. His friendships cross natural boundaries. A bear befriends a goose, interacts with a dog, and connects with animals from both forest and farm. The author explains that this choice is intentional. It shows a broader truth. Difference does not mean division. In the book, Cutter’s relationship with Sophie the goose is particularly meaningful. Sophie is observant, intelligent, and protective. She notices things others miss, hears what others ignore, and often guides Cutter without overpowering him.

Through these interactions, the story subtly teaches cooperation, not as an idea, but as a necessity. Each character brings something unique. Each has strengths and limitations. As the author puts it in the interview, everyone has strengths and weaknesses, and the focus should stay on the strengths. Before Cutter ever sets out on an adventure, he is grounded in something deeper: family. The story begins not with conflict, but with connection. Cutter wakes his parents, plays with them, and learns from them. His father guides him toward the stream, setting the tone for exploration, while his mother teaches him about their home, the den, and what it means to belong. This is not accidental. The author emphasizes that family relationships are central to the story and will become even more significant in future books. These relationships are not just background. They shape how Cutter sees the world. And that is perhaps one of the most honest elements of the narrative. Before any journey outward, there is always a foundation inward.

Ultimately, The Adventure Begins is not about a single event. It is about a mindset. Cutter is always looking for what comes next. He steps out of his den not because he must, but because he wants to. Curiosity drives him. That curiosity leads to the story’s central conflict: the search for a missing animal. This plotline, as the author reveals, draws on real-life animal behavior, particularly the protective nature of geese. In one memorable real-world incident, a goose defended smaller animals so fiercely that it chased away a human child. That instinct (to protect, to respond, to act) is woven directly into the story. But beyond the immediate adventure lies a deeper layer. The book also touches on changing environments, paths turning into roads, forests being altered, animals adapting to human presence. These are not heavy-handed messages, but quiet realities. The author frames them as part of life’s ongoing adventure. Change can be frightening, but it can also be understood, met, and even embraced.

No discussion of the book is complete without acknowledging its visual depth. The illustrations, created by Olena Prykhodko, are not simply decorative. They are immersive. The author describes discovering her work and being struck by its realism and movement. Her ability to make scenes feel alive adds a powerful dimension to the story. In many ways, the illustrations mirror the author’s vision: grounded, expressive, and deeply attentive to detail. Perhaps the most telling moment in the interview is when the author reflects on the future. This is not a one-time story. It is a series. Each upcoming book will explore different characters more deeply, expanding the world while keeping Cutter at its heart. The adventures will continue, but so will the lessons. And that may be the true strength of Cutter the Bear. It does not try to overwhelm the reader. It does not rush toward a grand conclusion. Instead, it opens a door and invites readers to step through it, one moment at a time.

In the end, what makes Cutter the Bear special is not just its story, but its origin. It is a book written across time, connecting a father, a son, and a grandson. It is a story shaped by real experiences, quiet observations, and a deep respect for the natural world. Most importantly, it reminds us that adventure does not begin somewhere far away. Sometimes, it begins with a single thought: What a wonderful day to be alive.

Dr. Jeremiah Johnston Says Gen Z and Gen Alpha Are Fueling a Revival Built on Evidence 

Written by: Dillon Kivo 

Dr. Jeremiah Johnston spends his working life dating ancient manuscripts and separating genuine documents from forgeries. The audience for that work was supposed to be other scholars. Instead, his posts about first century artifacts keep stopping the internet cold. 

“That is why we are seeing all these things go viral, because the public doesn’t want fluff anymore,” Johnston says. “They want evidence based Christianity.” 

Johnston is a New Testament scholar, not a content creator. He earned his doctorate on the resurrection of Jesus, completed his doctoral residency in Oxford, and is an elected member of Studiorum Novi Testamenti Societas, the international New Testament scholarly guild. He describes his own area of expertise as paleography, the dating of ancient manuscripts by handwriting style. 

The platforms carrying that work now sit well outside the academy. In January he presented the evidence for the resurrection at USA House during the World Economic Forum in Davos, in a session sponsored by the Washington Post. He made the same case in a long interview on the Shawn Ryan Show. 

He did not expect the material to travel. It travels anyway, and the people carrying it are younger than the people he trained alongside. 

 

A Generation Asking For Proof 

Numbers on young adults and faith have been moving for several years, and in a direction few forecasters predicted. 

Barna Group research released in September 2025 found that the typical Gen Z churchgoer now attends 1.9 weekends per month, slightly ahead of Millennial churchgoers at 1.8. 

In England and Wales, a Bible Society report titled The Quiet Revival found that monthly churchgoing among adults aged 18 to 24 rose from 4 percent in 2018 to 16 percent in 2024, with young men climbing from 4 percent to 21 percent. Circana BookScan data reported by Publishers Weekly put 2025 Bible sales in the United States at roughly 19 million copies, a 21 year high and a 12 percent increase over the year before. 

Researchers do not all agree on how to read the shift. Some argue the change is concentrated among the already committed rather than spread across a generation. The figures show the appetite clearly. What is causing it is harder to prove.

Johnston believes the appetite has a specific shape. Young people are not asking for a better mood on Sunday morning, he says. They are asking whether any of it happened. 

 

The Scholar Who Did Not Believe It Either 

Johnston is an unusual person to be making the case, because for most of his career he was the skeptic in the room. 

When he published his previous book, Body of Proof, he laid out the seven strongest pieces of evidence for the resurrection and the empty tomb. He left out the Shroud of Turin on purpose. Interviewers kept noticing. 

“I did not believe in the Shroud then,” Johnston says. “I didn’t believe in its authenticity. I was a massive skeptic of it.” 

He remembers how he handled the question during that press tour. 

“I’m like, oh, I deal in evidence. Let’s not talk about relics,” he says. 

He traces the skepticism to his training. 

“I tell people all the time I was conditioned that way in Oxford, that this is just some Catholic relic like the other 20,000 relics they have,” he says. 

What changed his mind was a habit he credits to his doctoral mentor, Craig Evans, who kept pressing him to remain a lifelong learner. 

“The problem with those of us in the scholarly guild is we get so siloed that we stop learning,” Johnston says. 

So he made a phone call. Barrie Schwortz was the documenting photographer for the 1978 scientific examination of the Shroud, the last occasion a multidisciplinary team was allowed to examine the cloth in person. Schwortz was Jewish and had no devotional stake in the result. He told Johnston what the team had been like before the work started. 

“We were all down in the lobby of the hotel in Italy, and we were having drinks, and we were laughing about, give us fifteen minutes in the scientific method, and we’ll prove that the Shroud was a hoax,” Johnston recalls him saying. “We just got a free trip to Italy out of this deal.” 

A few hours into the examination, the laughing stopped. 

“In fact, they slept on cots next to the Shroud because they were so shocked by what they were finding,” Johnston says.

Schwortz took seventeen years to reach a conclusion. When he did, he told Johnston plainly that he believed the cloth was authentic. Johnston spent three years working through the science himself, meeting with researchers from Sandia National Laboratories, Los Alamos, and the Jet Propulsion Laboratory before he was willing to say so publicly. 

“The greatest scientific minds on the planet cannot tell us how that image is on the cloth,” he says. “That is what took me from skepticism to talking about the authenticity of the Shroud.” 

The objection he hears first is the 1988 radiocarbon test, which dated the cloth to between 1260 and 1390 and settled the question for most people. 

“No one should use the carbon dating from 1988 as a reason to think that the Shroud is a hoax,” Johnston says. 

He argues that the tested sample came from a repaired corner rather than the body of the cloth. He points to a 2019 analysis in Archaeometry that examined raw measurement data the British Museum released only after a freedom of information request, and concluded that the samples were not representative of the cloth as a whole. 

The reversal matters for the audience he now reaches. Johnston is not asking young people to believe something he accepted easily.

 

Dr. Jeremiah Johnston Says Gen Z and Gen Alpha Are Fueling a Revival Built on Evidence 

The photographic negative of the face on the Shroud of Turin, from the 1978 scientific examination documented by Barrie Schwortz. Photo copyright 1978 Barrie M. Schwortz.

What Actually Reaches the Next Generation 

Johnston says he realized the material belonged to younger people at a Friday morning men’s Bible study at his church. His pastor, Dr. Jack Graham, had asked him to talk about what he was learning. His son Justin was in the room.

Johnston described that morning on the Shawn Ryan Show, released at Easter, where he spent close to three hours walking the host through first century artifacts one at a time. 

“I saw my son clue in on it,” Johnston said. “This is what’s going to reach the whole next generation. They want to know tangible proof in understandable terms.” 

Dr. Jeremiah Johnston and Shawn Ryan following their conversation about the evidence for the resurrection.

Dr. Jeremiah Johnston and Shawn Ryan following their conversation about the evidence for the resurrection.

That morning also started something else. Johnston and Graham now host a podcast together called Hold the Pattern, built around the charge in 2 Timothy 1:13 to hold to the pattern of sound teaching in ordinary life. 

The bigger project became the artifacts themselves. Johnston built a traveling exhibit around what he saw in that room. He brings roughly fifty pieces to churches and sets up a replica of the Shroud. Host sites cover the cost of transporting the collection, but admission is free to the public as a matter of policy. He says roughly thirty exhibitions have drawn hundreds of thousands of people, from Orange County and New Mexico to Kansas City, Knoxville, Nashville and the New York area, with a recent stop at the University of Kentucky. He is planning one in Maine, he brought the Shroud replica to Davos, and he says the invitations are coming faster than he can take them. 

The reactions that surprised him came from opposite ends of the room. He says he has watched children come to faith as they walked through the exhibit. He has also watched a Jet

Propulsion Laboratory scientist walk the same room and confirm that the science on display was accurate. 

“I have been in the game in ministry for a long time,” Johnston says. “Nothing like the Shroud has ever had the conversion rate that I’ve been part of.” 

 

The Nine Year Olds in the Room 

Gen Alpha is still too young for researchers to measure, and Johnston does not claim data on it. What he has instead is a house full of nine year olds. 

Johnston is the father of five, including triplet boys who are nine. The artifacts are not a work project he leaves at the office. They sit on the kitchen table. 

“This book is so cool because my nine year old’s looking at it, and there’s pictures in it, which was a total labor of love to get these pictures,” he told Shawn Ryan. 

He describes a recent fast food run with the boys, during which he handed them a set of first century bone dice recovered in Jerusalem. 

“My triplets said, Dad, these stink,” Johnston said. “Son, they’re 2,000 years old; they’re made from bone.”

Dr. Jeremiah Johnston Says Gen Z and Gen Alpha Are Fueling a Revival Built on Evidence 

Artifacts and replicas from the traveling exhibit, including a crown of thorns, a spear point, a
Roman flagrum and first century coins, set in front of a full size Shroud replica. Photo courtesy
of Dr. Jeremiah Johnston.

The habit is deliberate. Johnston is blunt that he cannot manufacture belief in his own children, and equally blunt about what he can do. 

“My greatest passion in life is passing on faith to my children, a true faith,” he said. “I can’t believe for them, but I can put them in proximity to believe with all the power that I have.” 

Proximity is also why admission is always free. Nobody pays to walk through, so families can come together, bring neighbors, and return a second day without paying twice. 

 

The Problem with Faith in Faith 

Johnston argues that the church created its own credibility gap, and that young people are refusing to inherit it.

“What I have run into the most is so many Christians today, and this is why we have a worldview crisis, they say things like, I don’t need all that evidence in your book, I just believe, man,” he says. “And it is very much a faith in faith.” 

As a scholar, he finds the posture historically strange. He has spent his career inside the roughly 138,000 Greek words of the New Testament, and he says nobody in it held that kind of faith. The first generation of followers scattered when Jesus was crucified. Only John stayed with Jesus’s mother. At one point Jesus asks the remaining disciples whether they intend to leave as well. 

“Not until they had 100 percent rock solid proof that Jesus was alive after being massacred did any of them truly come back to faith,” Johnston says. 

He points to the first chapter of Acts, where Luke describes Jesus appearing to his followers over forty days. 

“If they did not have, quote unquote, and I’m quoting Luke now, convincing proofs, Christianity would not exist today,” he says. 

“Christianity has never asked for faith in faith,” Johnston says. “It asks for trust in what happened: an empty tomb, eyewitnesses, and a living Jesus. Faith in faith is sentiment. Faith in a resurrected Christ is history.” 

From there he draws the conclusion he most wants young readers to take, and it inverts what many of them were taught. 

“So it doesn’t mean you have less faith if you need evidence,” he says. “It means you have biblical faith, because we have evidence.” 

He frames the argument in language a generation raised on data already uses. 

“We hear so much today about evidence based therapies, evidence based medicine,” Johnston says. “Christianity sets itself apart in that it is actually evidence based. So we have an evidence based faith, we have evidence based belief, and that’s why archaeology is Christianity’s closest cousin.” 

 

Davos and the Size of the Appetite

The argument left church walls in January, when Johnston presented the material at USA House during the World Economic Forum in Davos. 

The invitation came from Rich Strombach, who leads USA House and who had seen one of Johnston’s videos on the Shroud. Johnston brought the replica with him and set it up. The

Washington Post sponsored the session, which was titled “God Took the First Selfie.” He was slotted between a presentation from NASA and a talk by Ambassador Newt Gingrich. 

Gillian Tett of the Financial Times, who serves as Provost of King’s College, Cambridge, conducted the interview in a packed room of media, artificial intelligence, and cryptocurrency executives. She asked why any of it mattered. 

Johnston had been coached on one point of wording before he went out, and the distinction mattered in that room. 

“I was advised by my advisors to say free enterprise, not capitalism,” he says. His answer circulated widely after the session. 

“The ideas of loving one’s enemy, praying for those who curse you, forgiving debts,” he told the room. “It does not come from Marxism, it does not come from socialism, it does not come from the ideas of Socrates or Plato. The ideas that built free enterprise come from the event horizon of the resurrection of Jesus Christ.” 

He compares the room to Acts 17, where Paul addresses the philosophers of Athens. 

“He gets to the resurrection, and it says that many began to ridicule, but some believed,” Johnston says. “And I literally had a lived experience of Acts 17 at WEF.” 

The session is public, and Johnston says he has been invited back for next year. 

 

The Calling Underneath It 

Johnston’s newest book, The Jesus Discoveries, collects the ten artifacts he considers strongest. It reached number one on the New York Times and Amazon bestseller lists, and it also landed on the USA Today and Publishers Weekly lists. He wrote it in a single month in May of 2025. The research took sixteen years. 

“This book is just a spillover from my life,” he says.

Dr. Jeremiah Johnston Says Gen Z and Gen Alpha Are Fueling a Revival Built on Evidence  (2)

Johnston examines a facsimile of the Great Isaiah Scroll. Photo courtesy of Dr. Jeremiah Johnston.

The reception has not come from the audience he expected. Pastors have told him it deepened their own faith. Believers who described their relationship with Jesus as surface level have told him that the deeper they went, the more solid it became. The group that moves him most arrived not believing anything at all. 

“The fact that so many skeptics have read my book and come to faith in Christ, I mean, that is a delight to me,” Johnston says. “Because that’s the whole calling of my life.” 

He describes his role now as something closer to a field job than an academic post. He works in tombs. He is an expert in Jewish burial traditions. He is in conversation with Oded Golan, the collector who owns the James Ossuary, and hopes to acquire the box or rent it for public display in 2027. 

“That’s what I feel called to do, is kind of this Christian Indiana Jones,” he says. 

For all the laboratories and the crowded exhibit halls, he insists the point was never the information itself.

“The cool payoff of all of these discoveries isn’t being smarter,” Johnston says. “It’s, wow, I’m getting to know different aspects of how much Jesus loves me and what he did for me, and what it cost God to send His Son.”

Rob Kern and the New Language of Wildlife Conservation

By: Rob Kern

Rob Kern holds an extremely important position in the international hunting and conservation community. As Managing Director of The Hunting Consortium, President of the International Professional Hunters’ Association (IPHA), and Co-Founder of Wild Strongholds, he works in wildlife management, sustainable use, international hunting, and modern communications. With over twenty years of field experience, Kern is now set on making the realities of conservation systems easier for the public to understand and evaluate.

Kern argues that discussions about hunting are often shaped by distance from where wildlife management actually happens. “Most people care about wildlife, but they are often forming opinions about places they have never seen, communities they have never met, and conservation systems they have never been shown,” he says. “The goal isn’t to convince people to hunt; it’s to give people enough context to understand how these systems actually work and let them evaluate the results for themselves.”

That gap in understanding is one reason Kern has emphasized documentation, evidence, and digital communication. Through Wild Strongholds, he wants to show conservation as it functions on the ground, particularly in remote regions where wildlife shares landscapes with agriculture, livestock, communities, and development. For Kern, the most important distinction is between regulated hunting and illegal or unmanaged exploitation. A properly managed hunting program, he believes, is part of an overarching conservation structure that involves population surveys, harvest quotas, government oversight, habitat protection, enforcement, and community participation. The effectiveness of such a system should therefore be judged by what it accomplishes for wildlife rather than by a single photograph or emotional moment.

“Regulated hunting should be evaluated the same way any conservation tool should be evaluated: by outcomes,” Kern says. “Look beyond the photograph and examine the whole system, wildlife populations, habitat, community incentives, anti-poaching work, and what happens over time.”

This concept is reflected in the projects highlighted by Wild Strongholds, which has examined conservation programs for species and landscapes in Central Asia, Africa, and Europe. Examples include markhor recovery, Alpine ibex conservation in Austria, Lord Derby eland protection in northern Cameroon, leopard habitat in Tanzania, mountain nyala in Ethiopia, and community conservation initiatives in Zimbabwe. Kern sees these cases as evidence that conservation models must be evaluated within their local economic and ecological circumstances rather than according to a single global formula. He also emphasizes the importance of local decision-making. “The best decisions come from the people closest to the land and the wildlife, supported by population surveys and field knowledge,” Kern says. In his view, local knowledge is particularly important in remote landscapes, where managers and communities directly experience changes in wildlife numbers, habitat conditions, livestock conflicts, and poaching pressure.

Furthermore, at The Hunting Consortium, Kern oversees business strategy, marketing, client advisory services, international logistics, and regional operations. His responsibilities can include designing hunts, managing permits, coordinating field teams, preparing clients, and overseeing post-hunt processes such as trophy documentation, shipping, and taxidermy. The company operates across Asia, Africa, Europe, the Americas, and the South Pacific, requiring Kern to navigate very different regulatory systems and wildlife-management environments. He has also led efforts to modernize the company’s internal operations through CRM systems, digital workflows, structured communications, and improved client-management processes. These operations build on a regional network developed over decades by Kern and his parents, Robert P. Kern and Margarete Kern, who together established and expanded the company’s field relationships and business infrastructure.

Central Asia also demonstrates the regulatory complexity behind international conservation programs. Following years of post-pandemic permitting disruptions, Kern and The Hunting Consortium team worked through the U.S. regulatory process to resolve more than 100 outstanding import permits involving legally-harvested Marco Polo argali. Kern points to the species as an example of the bigger question he wants the public to examine: whether well-regulated programs create meaningful incentives to conserve wildlife and habitat.

For Kern, the goal is to encourage a more complete assessment of wildlife-management systems. Conservation, he argues, succeeds when wildlife populations remain viable, habitat is protected, communities have meaningful incentives to preserve animals, and management decisions are supported by evidence. Kern’s work reflects an effort to bring greater structure, transparency, and measurable accountability to an industry facing intense public scrutiny, and to ensure that the discussion about wildlife extends beyond the photograph to the conservation system behind it.

For more information, visit https://huntingconsortium.com/.

Disclaimer: This article is provided for informational purposes and profiles Rob Kern’s professional work and stated perspectives on regulated hunting and wildlife conservation. Laws governing hunting, wildlife management, permits, and trophy importation vary by jurisdiction and may change over time. Readers should consult the appropriate government agencies and independent conservation authorities for current legal and scientific information.

Weill Cornell Brings Agentic AI Into NYC Clinical Lab Research

Agentic AI is moving into clinical laboratory research at Weill Cornell Medicine through LabARIA, a multi-agent framework designed for operations and quality management. Led by Dr. Haoyang Li with co-investigator Dr. He Sarina Yang, the one-year project will focus on prototype development rather than clinical deployment, with performance data yet to be published.

Key Takeaways

  • Weill Cornell Medicine announced LabARIA on September 16, 2026, after Dr. Haoyang Li received one year of seed-grant support
  • LabARIA is designed to coordinate laboratory information including specimen timing, critical values, quality control, reagent use and staffing
  • The project remains in prototype development, with no published LabARIA performance benchmarks, deployment date or patient-outcome results
  • The research follows separate Weill Cornell work on EmulatRx, a five-agent framework developed for clinical trial design

LabARIA Moves Agentic AI Into Lab Operations

Weill Cornell Medicine is bringing agentic AI into clinical laboratory research through LabARIA, short for Laboratory Agentic Reasoning and Integrative Analytics. The institution announced the project on September 16, 2026, after Li, a postdoctoral associate in population health sciences, received one year of support through its AI/Big Data/Enabling Technologies Seed Grant program.

The project centers on a coordination issue inside clinical laboratories. Weill Cornell says operational information can be distributed across specimen timestamp quality indicators, critical values, quality-control systems, proficiency testing or external quality assessment, reagent use and staffing. The institution says oversight across those areas still depends heavily on retrospective and manual review.

LabARIA is being developed as a multi-agent framework instead of a single model assigned to one isolated task. According to Weill Cornell, the system is intended to bring operational, analytical, regulatory and resource signals into a coordinated framework for laboratory operations and quality management.

“This award will support the prototype development of LabARIA and help advance the application of agentic AI in clinical laboratory medicine,” Li said in the announcement.

Yang is a collaborator and co-investigator on the project, contributing clinical laboratory expertise. The work also arrives amid a wider focus on how AI interacts with sensitive healthcare data systems and the infrastructure used to process medical information.

Weill Cornell Builds on Multi-Agent AI Research

LabARIA arrives as agentic AI receives growing attention in laboratory medicine. An opinion from the International Federation of Clinical Chemistry and Laboratory Medicine describes agentic systems as capable of using multiple tools, coordinating actions and carrying out more complex workflows than conventional task-specific models. The paper also identifies interpretability, ethics and governance as considerations for implementation.

Yang was a co-author of that paper, connecting the LabARIA team to a broader professional discussion about agent-based systems in laboratory medicine. The publication did not evaluate LabARIA and does not provide evidence that the new prototype has been clinically validated.

Li also co-authored a separate Weill Cornell study published in Nature Communications in July 2026 on EmulatRx, an agentic framework developed for clinical trial design. EmulatRx uses five specialized roles called Supervisor, Trialist, Informatician, Clinician and Statistician.

Researchers evaluated EmulatRx using MIMIC-IV data for acute conditions and the INSIGHT Network for chronic conditions across five New York City health systems. The research provides context for Weill Cornell’s experience with multi-agent architectures, although EmulatRx and LabARIA address different problems.

EmulatRx focuses on clinical trial design, while LabARIA is centered on laboratory operations and quality management. That distinction matters as AI tools become more visible across New York clinical trials and other health-system research programs.

Prototype Status Defines the Limits of LabARIA

The most important limitation in the LabARIA announcement is its development stage. Weill Cornell describes the work as prototype development. The public announcement does not report a clinical deployment date, commercial release plan, performance benchmark, prospective validation result or measured patient outcome associated with LabARIA.

Weill Cornell Brings Agentic AI Into NYC Clinical Lab Research

Photo Credit: Unsplash.com

The structure of the grant also reflects that early stage. Weill Cornell’s Office of Faculty says its AI/Big Data/Enabling Technologies Seed Grant provides one year of research support and is intended to help eligible researchers collect preliminary data for potential later grant applications.

That makes LabARIA a research project rather than evidence of a new operating standard for clinical laboratories. It also limits how far conclusions can be drawn about whether the framework could improve laboratory performance in practice.

Laboratory medicine does present a relevant setting for studying multi-agent systems because it combines numerous data sources with operational and quality-management workflows. The IFCC paper describes agentic AI as a possible extension beyond static automation while emphasizing that governance and interpretability need to accompany implementation.

For Weill Cornell Medicine, the immediate milestone is narrower. LabARIA has one year of support for prototype development, with Li and Yang examining whether a multi-agent design can coordinate laboratory operations and quality-management signals in a usable framework. Until testing and validation results are published, the agentic AI initiative remains an early research effort rather than a demonstrated clinical system.

Frequently Asked Questions

What is LabARIA?

LabARIA stands for Laboratory Agentic Reasoning and Integrative Analytics. Weill Cornell Medicine describes it as a multi-agent AI framework under development for clinical laboratory operations and quality management.

Who is leading the LabARIA project?

Dr. Haoyang Li is leading the prototype work after receiving one year of seed-grant support. Dr. He Sarina Yang is a collaborator and co-investigator contributing clinical laboratory expertise.

Has LabARIA been deployed in clinical laboratories?

Weill Cornell’s September 16, 2026 announcement describes LabARIA as a prototype under development. The institution has not published a deployment date, performance benchmarks or patient-outcome findings for the framework.

How does agentic AI fit into LabARIA?

The agentic AI approach behind LabARIA uses a multi-agent structure intended to work across different categories of laboratory and operational information. Its stated purpose is to coordinate signals distributed across multiple systems, although published validation results for LabARIA are not yet available.

Georgia L. Daniels Turns a Lifetime of Reinvention Into Stories of Life, Learning, and the Human Experience

From dance and movement therapy to law, Navy JAG service, teaching, and now authorship, Georgia L. Daniels has built a life defined by curiosity, courage, and an enduring willingness to begin again.

There are some lives that seem to move according to a carefully written plan. Then there are lives shaped by discovery, unexpected turns, difficult chapters, second chances, and the courage to ask, “What comes next?”

Georgia L. Daniels belongs firmly in the second category.

Her professional and personal journey has taken her through musical theater, dance movement therapy, law, military service, education, and ultimately literature. Each chapter has been different, yet each has contributed to the perspective she brings to her writing today.

That perspective comes alive in her book, Songs from My Heart: Some Mostly True Tales of Life and Learning, a collection of personal stories drawn largely from journal entries and experiences accumulated throughout her life. Daniels describes the stories as “mostly true” because the events themselves are rooted in reality, while names and certain details have been changed to protect the privacy of others.

The distinction is important. Daniels is not attempting to construct a perfectly polished version of her past. Instead, she is inviting readers into the imperfect, sometimes funny, sometimes difficult, and often surprising experiences that helped shape who she became.

A Journey That Refused to Follow One Path

Long before becoming an author, Daniels discovered the emotional power of movement.

Her interest in dance began during childhood, when her mother introduced her to dance classes. Years later, while navigating the emotional stress of her parents’ divorce, Daniels returned to dance and experienced something she had not fully understood before: movement could provide a way to release emotions and process difficult experiences.

She eventually learned about dance movement therapy, a relatively new field at the time, and immediately felt drawn to it.

Daniels pursued graduate study at UCLA, earning a master’s degree in dance movement therapy. Yet her first professional ambition did not unfold as expected. The field was still developing, and there were few opportunities for practitioners. Her experiences eventually led her to reconsider her direction.

That would become a recurring theme throughout her life.

When one path closed, Daniels did not simply stop. She looked for another.

She turned toward law, graduating with honors and eventually practicing for approximately 13 years. Her legal career would take another unexpected turn when she joined the U.S. Navy JAG Corps.

The decision had a deeply personal dimension.

Following a Father’s Legacy

Daniels’ father had served in the Navy, and his military service had held a special meaning for him. After his death, Daniels found herself reflecting on that part of his life and wondering what had made the experience so significant.

Her curiosity became motivation.

When civilian legal opportunities after law school seemed uninspiring, she thought about her father and the sense of purpose he had found through service. She eventually interviewed with the Navy JAG Corps and decided to join.

It proved to be an important chapter in her professional life.

Daniels served three years of active duty. She did not remain in the Navy as a lifelong career, but the experience allowed her to explore something that had mattered deeply to her father while simultaneously developing her own professional identity.

Her decision illustrates something that repeatedly appears throughout her story: the past can influence the future without dictating it.

From Courtrooms to Classrooms

After leaving the legal profession and returning to California following an illness, Daniels entered yet another chapter.

She became a teacher.

For approximately 20 years, she taught in public schools, including students who were new to the country and Advanced Placement English Composition students. Her AP teaching focused on nonfiction writing and analysis, an area that would later become particularly relevant to her own authorship.

Teaching allowed Daniels to combine her interest in writing with her interest in people.

She enjoyed helping students understand how writing works, how ideas can be organized, and how a story can be communicated effectively. Her students performed strongly on AP examinations, and she found particular satisfaction in teaching students who were eager to learn.
Her classroom experience also reinforced an important lesson: education is not simply about giving someone information. It is about creating enough curiosity for them to want to discover what comes next.

That philosophy would eventually find its way into her own book.

When Life Becomes Material for Literature

The stories in Songs from My Heart emerged from a lifetime of experiences and journal entries.

Daniels’ background as an English educator gave her an unusual perspective on transforming personal memories into readable stories. After spending years teaching students how to analyze nonfiction and write effectively, she decided to turn that same critical eye toward her own experiences.

The result is deeply personal without attempting to be overly formal.

Her collection touches on childhood, education, relationships, professional life, fairness, injustice, bullying, family, personal mistakes, and the unexpected circumstances that can alter a person’s direction.

Some memories are humorous. Others are more serious.

Daniels even revisits childhood mischief, recalling her involvement with a church “mischief club” and the consequences that followed. These recollections demonstrate one of the most appealing qualities of her storytelling: she is willing to look backward with both honesty and humor.

She does not write from the perspective of someone claiming to have lived a flawless life.

She writes as someone who has lived, learned, made mistakes, adapted, and continued moving forward.

The Lessons Hidden Inside the Stories

One of the most compelling aspects of Daniels’ journey is the way seemingly unrelated experiences eventually connect.

Dance taught her about emotional expression.

Law taught her about professional responsibility and the structure of power.

Military service gave her a personal connection to her father’s legacy and a different understanding of service.

Teaching taught her about communication, patience, respect, and the challenge of motivating others.

Writing now gives her a way to reflect on all of those experiences.

Her perspective on leadership has similarly evolved. Daniels’ experiences in law and education led her to consider the difference between having power over people and sharing responsibility with them. In the classroom, she learned that authority alone does not necessarily inspire people to participate. Respect, communication, cooperation, and engagement matter.

For Daniels, that lesson extends beyond schools.

It can apply to families, workplaces, relationships, and communities.

At its foundation is a simple principle: treat people with respect.

Remaining Open to What Comes Next

Perhaps the strongest lesson from Daniels’ life is that reinvention is not something reserved for the young.

Her career has never been a straight line.

She studied music. She pursued dance. She explored therapy. She became a lawyer. She served in the Navy. She became an educator. And now she has become an author.

Each transition required her to accept uncertainty.

Her experiences with relationships have offered similar lessons. Daniels spoke about the importance of remaining open to new possibilities, particularly later in life. An unexpected introduction and an online dating experience eventually led to a relationship that continued for 14 years.

The details reinforce a larger theme present throughout her life: sometimes the opportunities that matter most are not the ones we planned for.

They are the ones we are willing to recognize when they appear.

A Lifetime of Stories, Shared at Last

Songs from My Heart: Some Mostly True Tales of Life and Learning represents more than an entry into authorship. It is a natural extension of a life spent observing, questioning, teaching, adapting, and learning.

Daniels began with journal entries. She eventually saw the possibility of shaping those memories into something that could be shared with others. Her experience teaching nonfiction gave her the tools to examine her own stories, while her life gave her no shortage of material.

The book is therefore less about presenting a single message than about opening a window into a life filled with different chapters.

There are lessons in the difficult moments.

There is humor in the embarrassing ones.

There is reflection in the unexpected ones.

And there is wisdom in understanding that a person’s life does not have to make perfect sense while it is being lived.

Sometimes, the meaning becomes visible only later.

For Georgia L. Daniels, that meaning is now being preserved through storytelling.

Her journey demonstrates that a person can change direction without abandoning the lessons of the past. It shows that professional reinvention can lead to unexpected forms of fulfillment. And perhaps most importantly, it reminds readers that curiosity can remain a guiding force at every stage of life.

From a young girl discovering the emotional freedom of dance to a lawyer serving in the Navy, from an educator helping students find their voices to an author revisiting her own memories, Daniels has continued to ask what life might teach her next.

Now, through Songs from My Heart, she is giving readers the opportunity to learn alongside her.

Chelsea Beacon Breaks Ground in West Chelsea, Turning a Vacant Correctional Facility Into 131 Affordable Homes

The long-vacant former Bayview Correctional Facility at 550 West 20th Street in Manhattan is becoming Chelsea Beacon, a $167 million affordable housing development that broke ground on September 15, 2026. Governor Kathy Hochul joined developers, state agency leaders, and local elected officials at the West Chelsea site to mark the official start of a project that will convert the state-owned property into 131 permanently affordable apartments, a 15-unit transitional residence, and 9,300 square feet of community facility space.

Key Takeaways

  • Chelsea Beacon will create 131 permanently affordable housing units at 550 West 20th Street in Manhattan’s West Chelsea neighborhood, including 79 supportive housing units designated for formerly incarcerated New Yorkers.
  • The $167 million project is a joint venture between Camber Property Group and the Osborne Association, with architecture by COOKFOX Architects.
  • A 15-unit short-term transitional residence, funded and operated separately through the New York State Office of Mental Health and Urban Pathways, will serve individuals with mental health needs navigating life transitions.
  • Financing includes $77 million in Low-Income Housing Tax Credit equity, $25 million in HCR subsidy, $20 million from Empire State Development’s NY RUSH program, and $13.86 million in OMH capital funding.
  • Construction is expected to be completed in 2029, with all units affordable to households earning up to 80 percent of the Area Median Income.

A Decade of Vacancy Ends on West 20th Street

The building at 550 West 20th Street has sat empty for more than a decade. Originally constructed between 1930 and 1932 as the Seamen’s House YMCA, the Art Deco structure was designed by Shreve, Lamb and Harmon Architects, the same firm behind the Empire State Building. The property was later converted into Bayview Correctional Facility, a women’s medium-security correctional and work-release center operated by the state. Hurricane Sandy flooded the facility in October 2012, forcing its closure. The building never reopened.

Empire State Development issued a request for proposals for the purchase and redevelopment of the roughly 100,000-square-foot property in September 2023. By July 2024, Governor Hochul announced Camber Property Group and the Osborne Association as the winning joint venture. The project moved through environmental review, project approvals, and property disposition under Empire State Development’s oversight, and preliminary construction work began earlier in 2026.

Adaptive Reuse Preserves Historic Architecture While Expanding Housing Capacity

COOKFOX Architects designed the redevelopment to preserve the historic Main and Annex buildings while adding a new seven-story addition within the existing interior courtyard. The approach maximizes housing density without altering the building’s street-facing profile. According to the project plans, the new addition will be set back from the street wall and clad in masonry materials that complement the original façade, a design decision shaped by consultation with the State Historic Preservation Office and feedback from Manhattan Community Board 4.

Several interior historic elements will be restored and repurposed. The building’s original chapel will become programmatic space for residents and community use, and the iconic tile mosaic from the former pool will be preserved and reinstalled in the residential lobby. Chelsea Beacon will also incorporate all-electric building systems as part of the state’s push toward sustainability in affordable housing construction.

Of the 131 apartments, 79 are designated as supportive housing units specifically marketed to formerly incarcerated individuals reentering the community. Seven units are fully accessible and adapted for residents with mobility impairments, and three are equipped for residents with hearing and visual impairments. The development’s supportive services infrastructure is designed to provide the kind of wraparound stability that housing advocates have long argued is missing from reentry programs statewide.

Mental Health Transitional Residence Adds a Distinct Layer of Service

Separate from the permanent housing component, Chelsea Beacon will include a 15-unit short-term transitional residence for individuals with mental health needs. The New York State Office of Mental Health is providing both capital and operating funding for the residence, which will be operated by Urban Pathways, a nonprofit selected through a competitive RFP process. The transitional units are intended for individuals navigating life changes who need temporary, supported housing before moving into longer-term arrangements.

OMH Commissioner Dr. Ann Sullivan described the residence as part of Governor Hochul’s broader commitment to developing specialized housing connected to recovery services. The OMH capital contribution of $13.86 million comes from the $1 billion mental health investment included in the state’s FY24 budget, which has funded expansions of crisis stabilization centers, supportive housing, and outpatient treatment capacity across the state.

Public-Private Financing Structure Draws on Multiple State Programs

The $167 million project is financed through a layered mix of public and private sources. Federal and State Low-Income Housing Tax Credits allocated by New York State Homes and Community Renewal are expected to generate approximately $77 million in equity. HCR is providing an additional $25 million in subsidy, while Empire State Development is contributing $20 million through its NY RUSH program. Operating expenses for the supportive housing units are funded through an Empire State Supportive Housing Initiative award administered by the Office of Temporary and Disability Assistance. Wells Fargo is providing construction financing and equity.

Chelsea Beacon sits within a broader pipeline of affordable housing production across New York. The project is part of Governor Hochul’s $25 billion five-year Housing Plan, which has created or preserved more than 87,000 affordable homes statewide to date. At the city level, the Mamdani administration has been working to streamline bureaucratic delays in the affordable housing pipeline, releasing a reform package earlier this year that targets pre-development, permitting, and lease-up bottlenecks across all five boroughs.

Community Board 4 Played a Sustained Advocacy Role

Manhattan Community Board 4 Chair Leslie Boghosian Murphy noted that the former Bayview site had been identified by the board as a location for potential affordable housing long before the state issued its RFP. The board’s advocacy shaped the project’s direction, particularly around the inclusion of supportive housing and community space. Council Member Carl Wilson framed Chelsea Beacon as a model for converting vacant public land into housing, emphasizing the project’s commitment to serving formerly incarcerated and LGBTQIA+ New Yorkers.

State Senator Erik Bottcher, who represents the district, called the project a “powerful example of how we can reimagine underutilized public property” and credited the multi-agency coordination that brought it to fruition. Manhattan Borough President Brad Hoylman-Sigal described the effort as a years-long collaboration between the Governor’s office, Empire State Development, HCR, OMH, the State Historic Preservation Office, and the community board.

Construction at 550 West 20th Street is expected to continue through 2029. Once completed, Chelsea Beacon will be located directly across from Chelsea Piers, with access to the C and E subway lines at 23rd Street.

FAQs

What Is Chelsea Beacon and Where Is It Located?

Chelsea Beacon is a $167 million affordable housing development at 550 West 20th Street in Manhattan’s West Chelsea neighborhood. The project is converting the former Bayview Correctional Facility, a state-owned property that has been vacant since Hurricane Sandy in 2012, into 131 permanently affordable apartments, a 15-unit transitional residence, and community space.

Who Is Developing Chelsea Beacon?

The project is a joint venture between Camber Property Group and the Osborne Association, a nonprofit that works with individuals affected by the criminal legal system. COOKFOX Architects designed the redevelopment, which preserves the building’s Art Deco exterior and historic interior elements while adding a new seven-story residential addition.

Who Is Eligible to Live at Chelsea Beacon?

All 131 apartments are designated for households earning up to 80 percent of the Area Median Income. Of those, 79 units are supportive housing specifically marketed to formerly incarcerated New Yorkers. The 15-unit transitional residence is designated for individuals with mental health needs and will be operated by Urban Pathways.

When Will Chelsea Beacon Be Completed?

Construction began in 2026 and is expected to be completed in 2029. The project is part of Governor Hochul’s $25 billion five-year Housing Plan, which has created or preserved more than 87,000 affordable homes across New York State to date.

James Roan Is Entering a New Chapter, One Built on Music, Perspective, and Intention

For Miami artist James Roan, returning to music is about much more than making songs. After spending time away from the creative process, Roan has found himself drawn back to the place where he has always been able to express the parts of life that are difficult to put into words. Time away gave him a chance to experience life differently, develop new perspectives, and understand himself beyond the artist he once was. Now, as he reconnects with music, he is approaching creativity with a greater sense of purpose and intention.

Much of that perspective comes from life itself. Love, heartbreak, relationships, personal growth, and the complicated emotions that exist between people have become recurring themes in Roan’s creative world. His approach is not simply about telling stories from a distance, but about examining the emotions behind them. That same perspective also shows up in the content he shares online, where he openly discusses relationships and everyday situations through his own lens. For Roan, these conversations and his music share the same desire: to explore experiences people often feel but don’t always know how to express.

Returning to the studio has also changed the way Roan approaches the creative process. Rather than trying to recreate where he was years ago, he lets his current experiences and maturity shape what he creates. The result is a more deliberate approach to songwriting, production, and presentation. He is taking greater care with the details of his work, from the music itself to the visual identity and how the finished work will ultimately reach listeners. The goal is not simply to release something, but to create something that feels complete and genuinely representative of where he is today.

Photo Courtesy: James Roan

That renewed approach has also given Roan a broader vision for himself as a creative. Music remains at the center, but his interests now extend to visual storytelling, digital content, collaborations, and work with brands and businesses. His recent creative work reflects that versatility while still maintaining a connection to the personal perspective that has always influenced his art. For Roan, being an artist does not have to mean fitting neatly into one category. It can mean letting different parts of his personality, experiences, and abilities coexist while staying grounded in a recognizable identity.

As James Roan moves into this new chapter, he appears less interested in rushing toward a particular destination and more focused on building something that can last. The years away from music did not erase his creativity. They gave him more life to draw from. Now he is creating from a place of greater awareness, patience, and intention. With new music taking shape and a renewed commitment to his craft, Roan’s next chapter is not about returning to who he was. It is about becoming more fully who he is now.

Official Website: www.jamesroan.com

IG: https://www.instagram.com/jamesroan

Spotify: https://open.spotify.com/artist/5KEZ3cnHte8iyRV7O0QhpT

Apple Music: https://music.apple.com/ca/artist/james-roan/1538090249