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VIEWPOINT: Legal Eagles: The Story of Hancock Estabrook, LLP
Hancock, who was born on May 30, 1847, was raised in the town of Granby in Oswego County. Educated first at the Falley Seminary in Fulton, he graduated from Wesleyan University, then received his law degree from Columbia Law School in 1873. After his admission to the bar, Hancock moved to Syracuse and established his […]
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Hancock, who was born on May 30, 1847, was raised in the town of Granby in Oswego County. Educated first at the Falley Seminary in Fulton, he graduated from Wesleyan University, then received his law degree from Columbia Law School in 1873. After his admission to the bar, Hancock moved to Syracuse and established his first law firm, Gilbert & Hancock, with William Gilbert. The firm was located at the corner of Montgomery and East Fayette Streets, the future site of the Yates Hotel.
Hancock dissolved his partnership with Gilbert sometime in 1876, going into practice for himself. In 1878, he became a justice of the peace of the Third Ward, then joined with J. Page Munro to form Hancock & Munro, with an office located in the Syracuse Savings Bank. Parting ways with Munro after several years, Hancock joined Harrison Hoyt and William A. Beach to establish the firm of Hoyt, Beach, & Hancock, moving to 27-30 White Memorial Building. In 1889, the law firm added Walter James Devine, becoming Hoyt, Beach, Hancock, & Devine. This set the foundation for the firm that would one day become Hancock Estabrook, LLP.

Beach was a prominent Democrat who was keenly interested in supporting other New York state Democrats, such as Horatio Seymour, Samuel Tilden, and Grover Cleveland, for various political positions. He served as attorney for the Syracuse Water Board and promoted the efforts of the Skaneateles Lake Water Supply Project, beginning in 1894, to provide water to the City of Syracuse.
Devine had been a professional baseball pitcher, pitching for teams in Richmond, Virginia; Terre Haute, Indiana; and Minneapolis, Minnesota in 1884, then for the Syracuse Stars from 1885 to 1886. In May 1887, Devine was traded to Oshkosh, Wisconsin, his last team. As a pitcher, Devine won only seven of the 23 games in which he took the mound during the course of his career. Nonetheless, H. J. Ormsby, manager of the Syracuse Stars, said of his player after Devine’s death, “We all knew him as a good fellow and he was a wonderful pitcher for his day. He pitched for the Stars in the famous game against Chicago here on July 5, 1885, when he allowed the visitors but five hits and they were shut out 5 to 0.” Devine began his legal career as a junior member of the firm in 1889 and was its managing clerk. His career and life were cut short when he died from lung trouble in 1905 at the age of 46.

Charles H. Peck joined the law firm for a short time in 1889, having studied law with Judge Henry Reigel. He soon discovered, however, that his true joy was writing articles and books on political and economic history, not practicing law. He left the firm and spent much of his time thereafter researching and writing articles for the Magazine of American History. He moved to New York City in the early 1890s, eventually writing “The Jacksonian Epoch,” 400 pages of which were devoted to the administrations of Andrew Jackson and Martin Van Buren. Ten years later he returned to Syracuse, establishing the law firm of Miller & Peck with H.E. Miller. Not much is known about Peck after that. For a man dedicated to recording the history of others, his own history seems to have ended mysteriously.
Theodore E. Hancock served as Onondaga County district attorney from 1889 until 1892. The following year, he was elected New York State attorney general, serving in that position for six years. As attorney general, Hancock successfully argued two cases before the U.S. Supreme Court. Hancock also focused his effort on preserving the forests of New York state. In 1899, Hancock made an unsuccessful bid to become Syracuse’s mayor, losing to the incumbent Democrat, James K. McGuire, known as the “Boy Mayor of Syracuse.” One of Hancock’s notable cases was defending John Wilkinson, an engineer who invented an air-cooled motor for the Franklin automobile, made in Syracuse. Wilkinson’s former employer, the New York Automobile Company, accused him of providing a design he had created for the firm to its competition, the H. H. Franklin Manufacturing Company. Hancock succeeded in getting the case dismissed, paving the way for the H.H. Franklin Manufacturing Company to produce its distinguished air-cooled automobile in Syracuse for the next 32 years.
Beach retired and John W. Hogan joined the firm, forming Hancock, Hogan & Devine. When Devine passed away in 1907, Theodore Hancock’s son, Stewart Freeman Hancock, joined the firm, having graduated from Wesleyan University in 1905 and Syracuse University College of Law in 1907. Theodore’s other son, Clarence Eugene Hancock, joined the firm after graduating from Wesleyan University in 1906 and New York Law School in 1908.
Theodore Hancock played a principal leadership role in the movement to create Clinton Square’s Soldiers and Sailors Monument. He was instrumental in getting the county to issue bonds to subsidize the fabrication and erection of the monument, whose cornerstone was laid on Decoration Day, May 31, 1909. In recognition of Hancock’s guidance on the project, his name is etched on the northern side of the monument’s base.
The law firm was next known as Hancock, Hogan & Hancock until 1912, when Hogan left the firm after he was appointed to the Court of Appeals. Clarence Z. Spriggs joined the firm, which then became Hancock, Spriggs & Hancock and comprised Theodore Hancock, his sons Stewart and Clarence, Spriggs, and Myron S. Melvin.
Stewart Hancock catapulted his way into the legal spotlight early in his career. In 1914, he was appointed as junior counsel for former President Theodore Roosevelt when Roosevelt was sued for libel by William Barnes, publisher of the Albany Evening Journal and Republican state chairman. Roosevelt had accused Barnes of colluding with the Democratic state chairman to control the state government, to the detriment of its citizens. The notable trial was moved from Albany to Syracuse, which was deemed a more neutral venue. The trial lasted more than five weeks, with Roosevelt taking the stand for eight days and testifying that his remarks were true and could be proven. A unanimous jury acquitted Roosevelt of libel, effectively ending Barnes’ influence and causing him to leave his state and party positions.
Theodore Hancock died on Nov. 19, 1916, at the age of 69. On the day after his passing, the Syracuse Herald newspaper stated that he “eminently deserved all the admiration and good will it was his lot to command in a community that knew him well and fully appreciated his sterling qualities. Faithful always to his clients and to his official obligations, he was faithful, too, to all the claims of friendship. Among the leading men of Syracuse whose privilege it is in a special degree to set the community standard of good citizenship, few men have wrought efficaciously and creditably as Theodore Hancock.”
Prior to his father’s death, Stewart Hancock became assistant corporation counsel for the City of Syracuse. The following year, he became corporation counsel, serving in that capacity until 1919. In 1921, he became president of City Bank Trust Company which, at the time, was faltering. Within two years, Stewart had completely reorganized the bank and restored it to solvency.
In 1916, Clarence Hancock joined other members of the Third Infantry Regiment of the New York State National Guard in a failed attempt to capture Pancho Villa, the notorious Mexican revolutionary leader, chasing him along the Texas border. Clarence also served as a captain with the 104th Machine Gun Battalion in France during World War I. He was cited for bravery during combat and awarded the Citation Star (later becoming the Silver Star). After World War I, Clarence served as corporation counsel for the City of Syracuse for one year, following which he was elected to the U.S. House of Representatives. He continued to serve as U.S. Congressman for 19 years, being re-elected nine times. While in Congress, Clarence Hancock opposed President Franklin Delano Roosevelt’s New Deal and served on the Judiciary and Naval Affairs Committees. He declined to seek re-election in 1946 due to poor health and succumbed two years later to a heart attack at age 62. Syracuse Hancock International Airport and Hancock Field Air National Guard Base are both named to honor the legacy of Clarence Hancock’s military, legal, and congressional accomplishments.
Carl E. Dorr became a partner of the law firm in 1921 and Benjamin E. Shove was named a firm partner in 1925, at which point the firm was known as Hancock, Dorr, Spriggs & Shove. Dorr had been captain of the Syracuse University football team in 1899. He was a member of the New York State Republican Committee and an ardent philatelist and political memorabilia collector. At one time, Dorr’s collection numbered about 4,000 pieces, some dating back to the 18th century. The Carl E. and Amelia Morgan Dorr Collection of Presidential Campaign Memorabilia is housed at Syracuse University Libraries.
Benjamin Shove in 1936 helped found the Syracuse Peace Council, the oldest local, autonomous, grassroots peace and social-justice organization in the United States. Shove was passionately committed to nonviolence and peace initiatives. He also was a leader in planning community health services. His efforts laid the foundation for developing communitywide health services and establishing Community General Hospital in Syracuse. A keen student of the Bible, Shove also was a leader of the Interchurch Center in Syracuse.
Between 1928 and 1938, Jesse E. Kingsley became a partner and the firm became known as Hancock, Dorr, Kingsley & Shove. A leading trial attorney, Kingsley left the firm in 1938 to become a State Supreme Court justice, a position he held until his retirement in 1955.
When Howard D. Bailey, senior partner of the Syracuse firm Bailey, Ryan & Agan, died suddenly in an auto accident in 1937, his partners, Lewis C. Ryan and Arthur W. Agan, joined the firm, which then became Hancock, Dorr, Ryan & Shove. Ryan was described in Syracuse’s Post-Standard newspaper as “one of the nation’s most influential men in the field of law and a prime mover in the growth of Syracuse University.” Born in South Otselic in 1891, Ryan earned his law degree at Syracuse University in 1912. He gained a reputation as an outstanding trial attorney and was inducted into the prestigious American College of Trial Lawyers. Along with being a successful attorney, Ryan supported his alma mater, Syracuse University, by raising funds for Manley Field House, now known as the John A. Lally Athletics Complex. He was a member of the university’s board of trustees and the Varsity Club, a director of the Syracuse University Alumni Association and the Alumni Fund, and president of the Syracuse Alumni Club. Ryan died suddenly of an apparent heart attack while attending a funeral mass for a long-time friend at the Cathedral of Immaculate Conception in downtown Syracuse.
Stewart Hancock guided the law firm, which had become Hancock, Ryan, Shove & Hust in 1965 when Raymond Hust became a partner, until his death in 1966. Even though by then he was legally blind, Stewart continued to go to the office even at the age of 81. Stewart was affectionately known as “Mr. Syracuse” for always doing what he felt was best for the city’s citizens. He worked to keep the Community Chest solvent. He was involved with Shove in establishing Community General Hospital and was instrumental in establishing the Frank H. Hiscock Legal Aid Society to provide legal assistance to those in need. Stewart Hancock passed away on Nov. 13, 1966, at age 83.
Hust became a senior partner at Hancock, Ryan, Shove & Hust in 1967. Two years later, he orchestrated the firm’s migration from the Hills Building at 217 Montgomery St. to the MONY Tower, located at One MONY Plaza, the firm’s first move since 1928. The firm is still located in what is now known as Equitable Tower I, occupying the three top floors of the 19-story building.
Hancock, Ryan, Shove & Hust merged with Estabrook, Burns, Hancock & White in 1969, combining two of the oldest and best-known law firms in the city. The attorneys and staff of the Estabrook firm moved to the MONY Tower in 1970, forming Hancock, Estabrook, Ryan, Shove & Hust. The Estabrook firm offered clients a pool of 49 attorneys. Key attorneys at the firm included Charles Estabrook, James P. Burns, Jr., A. Van W. Hancock, and Hamilton S. White.
Burns, a life resident of Syracuse, earned his law degree from Syracuse University Law School in 1930. In addition to his legal career, he served for many years as VP and secretary of J.P. Burns & Son Funeral Directors, founded by his grandfather. He was VP of the Syracuse Stormers Football Club and a member of Syracuse Rotary Club, University Club of Syracuse, Cavalry Club, and Starlight Dance Club. Burns remained with the firm until his retirement in 1988.
A. Van W. Hancock graduated from Harvard Law School in 1924 and practiced law in Syracuse for more than 60 years. In 1959, Gov. Nelson Rockefeller named him chair of the New York Committee of the 1960 White House Conference for Children and Youth. Van was chair of the Onondaga County Mental Health Board and president of the Council of Social Agencies of Onondaga County, Inc., the Syracuse Dispensary, Inc., and the Children’s Bureau of Syracuse. Van also served as president of the New York State Communities Aid Association, a voluntary organization devoted to developing community services throughout New York state. A. Van W. Hancock died in 1993 and is buried in Oakwood Cemetery.
Hamilton S. White graduated from Cornell University’s law school in 1942 and practiced law in Syracuse for more than 40 years as an associate and then partner at Estabrook, Burns, Hancock & White. After the firm merged with the Hancock firm, White became chair of the executive committee of Hancock, Ryan, Shove & Hust. He was a member of the Central New York Community Foundation’s board of directors and president and counsel for the Syracuse Home Association. He also served as secretary and board member of Oakwood Cemeteries, Inc. White, who died in March of 1983, is interred in Oakwood Cemetery.
Hon. Stewart F. Hancock, Jr., Theodore’s grandson, started his legal career at the firm. He served for 15 years as a State Supreme Court and Appellate Division judge before Gov. Mario Cuomo appointed him to the Court of Appeals in 1986. Following his service on the bench, Judge Hancock returned to Hancock Estabrook and continued to practice law until his death in 2014. During his years of practice, Judge Hancock was an ardent opponent of New York’s death penalty, arguing in opposition to the death penalty before the Court of Appeals. He remained active into his 90s, continuing his lifelong pursuits of skiing, golf, sailing and tennis. In the office, he was fond of clearing his mind by doing a headstand in the corner.
The Hancock legacy, starting with founder Theodore E. Hancock, continues with Marion Hancock Fish, daughter of Stewart F. Hancock, Jr. and great granddaughter of Theodore, who has been with the firm since the 1980s. Fish is a partner, who focuses her practice on estate planning and elder law.
The firm was known as Hancock, Estabrook, Ryan, Shove & Hust from 1970-1984, when it was renamed Hancock & Estabrook, LLP. Doreen Simmons became the firm’s first woman partner and the first woman partner in a major law firm in the Syracuse area in 1980. Prior to joining the firm, Simmons was the first woman assistant district attorney in the Onondaga County District Attorney’s Office. She developed a practice as a highly regarded environmental lawyer. Also in the early 1980s, the law firm opened upstate offices in Hamilton and Albany.
Hancock & Estabrook celebrated its centennial anniversary in 1989. Among the firm’s prominent local clients at the time were Syracuse University, General Electric, Marine Midland Bank, New York Telephone, and Miller Brewery. The law firm focused on expanding its marketing practices during the next decade, steadily increasing the legal services it provided to existing clients and attracting new clients. During this time, the firm was led by William Carroll (Nick) Coyne as chair of the executive committee. Following Coyne’s retirement, Walter L. Meagher, Jr. was elected managing partner in 1989. He was followed successively by Donald A. Denton and Richard W. Cook. The leadership of these firm members allowed the firm to continue to grow and prosper into the 21st century.
The law firm achieved another milestone in 2010, with the election of Janet D. Callahan as its first woman managing partner and the first woman partner at a major law firm in upstate New York. Before being named managing partner, Callahan was also the first woman elected to the firm’s executive committee.
The firm expanded into Tompkins County, opening an Ithaca office in 2015. It also opened a Utica office. The law firm also underwent another name change — this one somewhat smaller, deleting the & — and becoming Hancock Estabrook, LLP.
Under current Managing Partner Timothy P. Murphy, the law firm has continued to expand its ranks, taking on several groups of attorneys including Shulman Grundner Etoll & Danaher, P.C., The Law Firm of Frank W. Miller, and Susan L. King of Miller King. Hancock Estabrook currently represents an array of clients ranging from individuals to domestic and international corporations to middle-market businesses to startups, including a number of organizations in the health sector, as well as school districts, colleges, universities, municipalities, public corporations, nonprofits, and tax-exempt organizations. Hancock Estabrook currently employs 120 people, almost half of whom are women and/or members of minority communities.
The law firm has always placed great value on its role as a community leader, encouraging both attorneys and staff to become involved with a variety of nonprofit organizations. The firm played a role in Onondaga County’s bicentennial commemoration. In conjunction with the Onondaga Historical Association, it sponsored a bicentennial tree for the Everson Museum of Art’s Festival of Trees which features hand-crafted tree ornaments highlighting various facets of Onondaga County’s diverse history and culture, including the Onondaga Nation. Hancock Estabrook continues to support more than 50 local nonprofit organizations, donating money and time to many worthy causes. It has been a long-time supporter of the United Way campaign. Each year since 2010, the firm has held a Community Service Day, sending its employees out to various nonprofit organizations to provide services ranging from weeding gardens to painting buildings to serving meals, stuffing envelopes, cleaning kennels, and other jobs.
Named a 2023 Best Law Firm by U.S. News & World Report, Hancock Estabrook is a well-established and distinguished law firm that undoubtedly will continue to provide first-rate legal counsel well into the 21st century.
Thomas Hunter is curator of collections at the Onondaga Historical Association (OHA) (www.cnyhistory.org), located at 321 Montgomery St. in Syracuse.

Hancock Estabrook adds attorneys from DeWitt firm in 2023
SYRACUSE, N.Y. — As 2023 winds to a close, Hancock Estabrook, LLP says it currently has 120 employees, including 63 lawyers. The firm made headlines earlier this year when attorneys Frank W. Miller, Thomas J. Murphy, and Giancarlo Facciponte of the Law Firm of Frank W. Miller joined Hancock Estabrook back in June. Miller and
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SYRACUSE, N.Y. — As 2023 winds to a close, Hancock Estabrook, LLP says it currently has 120 employees, including 63 lawyers.
The firm made headlines earlier this year when attorneys Frank W. Miller, Thomas J. Murphy, and Giancarlo Facciponte of the Law Firm of Frank W. Miller joined Hancock Estabrook back in June. Miller and Murphy came aboard as partners, while Facciponte joined as an associate, per the Hancock Estabrook website. The lawyers involved focus on civil litigation, employment law, and education law.
The Frank W. Miller Law Firm had operated on its own since 2001. It was previously located at 6575 Kirkville Road in the town of DeWitt.
Within the last few months, Hancock Estabrook announced that Caroline M. Bertholf joined as an associate in the firm’s trusts & estates department. She focuses her practice on trusts and estates matters, including estate planning and administration, elder law, and wealth-transfer planning.
Hancock Estabrook also added Erica Masler as an associate attorney in the firm’s litigation department. Masler focuses her practice in the areas of general civil litigation, commercial litigation, personal-injury defense, and products-liability defense, the firm announced. She regularly assists clients with navigating the legal process while providing practical advice to limit exposures and minimize risks.
Hancock Estabrook on May 16 announced it had added corporate and commercial real-estate attorney John Appler as a partner in the firm. Appler joined the firm’s corporate and real-estate practice areas, concentrating his practice on business law, commercial real estate, and private-equity funding.
Timothy P. Murphy, managing partner of Hancock Estabrook, tells CNYBJ that the firm is “proud of the work our people do” and the ability of the firm to support that work and to improve the lives of individuals and to strengthen the region’s communities.
“We are proud to have made Syracuse our headquarters since 1889,” Murphy said in a statement to CNYBJ. “As we prepare to celebrate our 135th anniversary, we reflect on our core values — our uncompromising commitment to provide our clients with the highest caliber of legal work and our equally strong commitment to keep Central New York a great place to live.”
Murphy went on to say, “We are very excited about the tremendous opportunities and growth our area is experiencing due to Micron’s plans to build the country’s largest semiconductor plant in Clay.”
Heading into 2024, Hancock Estabrook says it plans to continue giving back to the community through charitable contributions and volunteer service. Examples of that service include teaming up with the Syracuse University College of Law and Volunteer Lawyers Project of CNY for “Valor Day,” providing free legal assistance to veterans.
In addition, the firm also participates in Book Buddies, a program sponsored by the Syracuse City School District and United Way of Central New York that focuses on reading by pairing elementary school children with firm personnel who come to their school every week to read to them.

VIEWPOINT: Kilian Manufacturing builds a lasting legacy in bearings
The founder of Kilian Manufacturing Corporation, Frederick K. Kilian, emigrated from his native Germany in 1907, when he was only 14 years old. After settling in Watertown, he moved to Auburn, where he met and married his wife, Mary. They stayed in Auburn for several years before eventually settling in Syracuse around the close of
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The founder of Kilian Manufacturing Corporation, Frederick K. Kilian, emigrated from his native Germany in 1907, when he was only 14 years old. After settling in Watertown, he moved to Auburn, where he met and married his wife, Mary. They stayed in Auburn for several years before eventually settling in Syracuse around the close of World War I in 1918.
Kilian found a thriving manufacturing city awash in opportunities. He took a job at Brown-Lipe-Chapin, one of the city’s largest employers and a national leader in the manufacturing of automotive parts including differentials, transmissions, and clutches. His time at Brown-Lipe-Chapin seems to have provided Frederick Kilian the access and experience that gave him the courage to take a chance on his own American dream.
Between his day job and his experimentation, Kilian developed and patented the unground bearing. In 1920, he founded Kilian Manufacturing Corp. in the Brayton Industrial Building at 107 N. Franklin St. in Syracuse.
Materials on the company’s early years are scant, but the few contemporary press reports indicate that Kilian’s company grew quickly. From its earliest days, Kilian Manufacturing produced a wide array of bearings and casters that were utilized in a host of applications. Among the company’s specialties were precision-made bearings for filing cabinets, desk drawers, stoves, and cabinetry, products that are still counted among the company’s impressive product line over a century later. In 1924, the company introduced a state-of-the-art “Ball Bearing Caster” that took the market by storm. The early 1930s saw Kilian Manufacturing secure the rights to exclusively manufacture the official ball bearings for the cars used in the All-American Soap Box Derby, which, at the time, was one of the most popular youth activities in America and, thus, a lucrative contract.
In short order, the company built a customer base across the U.S. and internationally. By the mid-1930s, Kilian Manufacturing was shipping its precision-made parts to London, Mexico, Australia, South America, and South Africa.
The growth of the business was such that in 1938, Frederick Kilian announced his intention to build a brand-new, stand-alone factory. After fielding bids from several cities trying to lure the company in the midst of the Great Depression, Kilian Manufacturing decided to stay in Syracuse. In the end, Kilian purchased a two-and-a-half-acre lot on Burnet Avenue. The site had previously been owned by the New York State Railway and was used to store trolley cars for decades. Construction on the new 50,000-square-foot complex, which housed both the manufacturing floor and the company offices, began in May 1939. Inspired by the popular Art Deco aesthetic, the new headquarters cost $100,000 ($2.29 million in 2023) to build and was completed in September 1939 — just a few weeks after Nazi Germany invaded Poland, precipitating World War II.

The war years were good for business for Kilian Manufacturing and its 130 employees, as the need for the company’s products increased exponentially. During the war, Frederick Kilian became a leading proponent of hiring veterans to work in his shop. In 1943, he was appointed to the National Association of Manufacturers Committee on Veterans Employment. This became a long-standing tradition for the company during Kilian’s lifetime.
During the boom in the post-war years, Kilian opened a ball bearing plant in Hartford Connecticut. In 1947, Kilian undertook an expansion of the Burnet Avenue facility, adding 7,200 square feet to its manufacturing floor. Around this time, Frederick’s sons, Robert and Theodore, joined their father in the family business. Robert eventually became president of the Kilian Steel Ball Co. in Hartford. In 1950, Ted was quoted in a Syracuse Herald article about Kilian’s Soap Box Derby contract, saying that the company manufactured 2.5 million bearings over the 13-year period.
Over the next two decades, Kilian Manufacturing continued to be a market leader, while the Syracuse plant steadily employed about 200 people. The company prided itself on the stability it provided to its workers, and an overwhelming majority of employees worked there for decades — a practice that continues to this day. Kilian Manufacturing also relied on a tried-and-true employee referral system to maintain consistency and quality when hiring was necessary. An expanding customer base, which came to include exclusive contracts with General Motors, Ford, and Chrysler, which was rather fitting considering Frederick Kilian once worked for Brown-Lipe-Chapin, a division of General Motors. By the early 1970s, the company employed about 170 people in the Burnet Avenue facility.
Like so many American manufacturing firms in the mid-1970s, Kilian underwent significant changes. In 1975, Frederick Kilian, the company’s founder, retired after 55 years at the helm, and sold the business to Torrington Co., a subsidiary of Ingersoll-Rand. The company continued operations uninterrupted during the ownership change. This also marked a sustained period of new challenges in the industry. Fierce competition in the bearings market from foreign firms was, and remains, a major challenge in the industry.
By 1993, the U.S. bearings market was a $3.8 billion business and American firms were losing market share steadily. Due to the customized and highly specialized nature of its work, Kilian Manufacturing weathered these economic shifts that claimed so many local firms during the 1980s and 1990s. Kilian’s leadership team during this period took proactive steps to steady its market share, including utilizing new materials like ceramics. Torrington Co. also took a leading role in calling for protectionist tariffs to help shore up the domestic market. By the end of the 1990s, the largest share of Kilian’s business was comprised of the exclusive bearings manufactured specifically for van-door hinges, which had become an enormous share of the domestic automobile market.
In 2003, the Timken Company of Canton, Ohio, purchased Kilian’s parent company Torrington Co. for $840 million, making it the third-largest manufacturer of bearings in the world. This acquisition provided a nice bit of historical synergy. Timken Co. was also founded by a German immigrant, Henry Timken, in 1899. Kilian Manufacturing reported $40 million in sales in 2003. The acquisition relationship was short-lived. In 2004, Genstar, a private-equity firm purchased Kilian Manufacturing for an undisclosed sum. Shortly thereafter, Kilian merged with Colfax Power Transmission, forming Altra Industrial Motion Corp.
Today, over a century since its founding, Kilian Manufacturing continues to employ about 160 people in the Burnett Avenue facility, as a subsidiary of Milwaukee–based, Regal Rexnord Corporation, which acquired Altra Industrial in March 2023. The company’s products are utilized in a host of applications from aerospace and automotive to farm and office equipment. As plant manager Don Wierbinski, who started at Kilian in 1979, told the Post-Standard in 2020, the key to Kilian’s success and longevity is its workers and the customized, world-class parts that it produces. In a $40 billion industry, Wierbinski said, “We’re a blip on the map. But, the name Kilian, in terms of the niche of the bearing world that we occupy, is very well respected.”
A blip on the map, perhaps, but a blip has been proudly pinging right here in Central New York for 102 years and counting.
Robert J. Searing is curator of history at the Onondaga Historical Association (OHA) (www.cnyhistory.org), located at 321 Montgomery St. in Syracuse.

With new corporate ownership, Kilian looks to grow in 2024
SYRACUSE — A change in corporate ownership in 2023 has set the stage for new synergies that bearing producer Kilian Manufacturing Corp. hopes to build upon in 2024. Milwaukee, Wisconsin–based Regal Rexnord Corp. acquired Kilian’s former parent company, Massachusetts–based Altra Industrial Motion Corp., at the end of March. “We’re excited in that within the family
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SYRACUSE — A change in corporate ownership in 2023 has set the stage for new synergies that bearing producer Kilian Manufacturing Corp. hopes to build upon in 2024.
Milwaukee, Wisconsin–based Regal Rexnord Corp. acquired Kilian’s former parent company, Massachusetts–based Altra Industrial Motion Corp., at the end of March.
“We’re excited in that within the family of Regal Rexnord, there are companies that support bearings,” says Kilian Senior Plant Manager Jim Sartori. “So now we’re part of a peer group.” That means a better corporate understanding of Kilian’s products and customers, as well as peers to learn from and interact with, he notes.
“We’re hoping it gives us some growth opportunities,” Sartori adds. The hope is to grow both sales and employment.
Kilian’s primary products and services are the design, manufacturing, and support of custom-machined race bearings, often combined with other components to create value-added assemblies.
“The vast majority of everything we design, test, and build for our customers are specific to their application needs,” says Sartori. “Where we pride ourselves is we have a terrific group of engineers.”
In the automotive industry, Kilian products are used in a number of applications including transfer cases, transmissions, sliding doors, and steering applications. Kilian also markets industrial markets including aircraft, conveyors, furniture, and food and beverage applications.
“Anything that rolls or assists with motion … is where you can find a bearing,” Sartori says.
Within those markets and industries, the company is poised for growth, he says. “We have some really good opportunities that should be happening in 2024.” That includes a new application for use in U.S. Postal Service vehicles, the RAM Promaster cargo van, GM’s BrightDrop electric delivery van, and Amazon’s electric delivery vans.
“We’re also working on some significant new programs for the aircraft markets,” Sartori adds.
Kilian currently employs 145 people in its Syracuse plant with another 45 at its machining facility in Toronto, Ontario in Canada. Sartori hopes to see both numbers grow in the coming year.
“I love working here because of the people,” Sartori says. “We have a very diverse cultural representation within our facility.”
Frederick Kilian founded the company in 1920, and the Kilian family ran the business until 1975.
New owner Regal Rexnord says it is a leader in the engineering and manufacturing of industrial powertrain solutions, power transmissions components, electric motors and electronic controls, air-moving products, and specialty electrical components and systems.

VIEWPOINT: 100 years strong, the history of Morse Manufacturing
Morse Manufacturing Company, a third-generation, family-owned company, celebrated its 100th anniversary in 2023. Founded by J. Mott Morse as a manufacturer of custom metal parts and stamping operations, the company became one of many that supported the burgeoning automobile industry here in Central New York. The company’s innovations included snap-foot accelerators in Ford’s Model T,
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Morse Manufacturing Company, a third-generation, family-owned company, celebrated its 100th anniversary in 2023. Founded by J. Mott Morse as a manufacturer of custom metal parts and stamping operations, the company became one of many that supported the burgeoning automobile industry here in Central New York.
The company’s innovations included snap-foot accelerators in Ford’s Model T, a variety of accessories for Franklin Automobiles that were manufactured here in Syracuse, and designs for clamps and vices.
The Morse name has been consistent throughout its history, but it is the Andrews family that is credited with concentrating the company’s energies on innovations in drum-handling equipment and broad distribution of products across the nation and the globe. Ralph Andrews joined the company as a production manager after spending five years working for both Carrier and General Electric. He purchased the business from Mott Morse in 1948.
Among the many items Ralph Andrews designed for the company were devices to safely move 55-gallon drums. The products increased efficiency and reduced the back-breaking work of transporting, filling, and pouring from the heavy and awkward containers. As demand for materials in support of the war effort increased during World War II, drum handling became increasingly valuable.
Morse Manufacturing’s sales model focused on local and regional customers, but Ralph Andrews wanted to reach other markets. Company strategy shifted to selling through dealers and expanding to new regions across the nation. Andrews began to market a variety of Morse’s products, including the barrel-moving devices, in trade publications. Thus began a relationship with the advertising agency, Nowak Associates — one that continues to this day. Much like Morse Manufacturing, the firm is a multi-generation family business. Tim Nowak followed in the footsteps of his father Don and continues to manage Morse’s trade advertising.
The success of Morse’s advertising campaigns underscored the need for further innovation in this specialized product line. Soon, it became clear that the company could fill an important niche in the market. Ralph Andrews narrowed Morse’s manufacturing focus to address the increasing demand and gave birth to the new industrial product category of drum-handling equipment. The need did not subside during peacetime. By the 1950s, Ralph Andrews decided to move Morse from its first manufacturing facility at 122 Dickerson St. on Syracuse’s west side to 727 West Manlius St. in East Syracuse. It was the first of many expansions of the company.
Morse Manufacturing continued to innovate as its customers’ needs grew and changed through the 1960s. Hand trucks and dollies became more complex, and new handling devices were developed to accommodate advances with forklifts. New products to lift, roll, and pour the content of barrels continued to focus on human or mechanical leverage using motors. Ralph Andrews’ wife, Beatrice, was a regular presence at the company, helping in the office and lending a hand with a variety of projects when Morse Manufacturing shut down the plant for annual facility maintenance.
When Bob Andrews came to work with his father in 1969, he began to introduce pneumatic and hydraulic technologies to enhance a variety of product lines. When the company celebrated its golden anniversary in 1973, it did so by attaching an entirely new plant to its existing facility to accommodate these advancements. Morse Manufacturing would expand three more times in the following decade, doubling the manufacturing space.
As Bob launched efforts to grow the company’s capacity with an infusion of technology, his father gave him another important assignment. Labor organizers from the Teamsters union began to engage a group of Morse’s employees. Defying the advice of many negotiators, Bob took the unorthodox approach of communicating directly with employees. His ability to listen, include workers in the vision for the company, and respond to their desire for higher wages essentially eliminated the need for the Teamsters, and the employees decertified the union. In addition to earning their trust and respect, the younger Andrews also demonstrated to his father that he was capable of taking the lead at Morse Manufacturing.
In 1977, Bob succeeded his father as president and Ralph rose to chairman of the board of directors.
Bob Andrews continued to build relationships with new dealers and suppliers, expanded into global markets, and invested in training the company’s growing workforce. Many of those hired during this period remain with Morse Manufacturing today, and even a few second-generation employees can be found on the manufacturing floor. Bob’s wife, Alice, was also a steady presence at the company, deepening the sense of family in the company’s culture.
The Andrews family shared a deep commitment to their community, generously sharing their time and resources with a variety of nonprofit and professional organizations. Ralph was active with the Boy Scouts and served as treasurer of the SPCA. He and Beatrice were patrons of Syracuse Symphony and members of DeWitt Community Church. Bob recognized the needs of the Salvation Army and supplied hundreds of barrels to collect holiday toys and food donations across the region. Father and son were also generous contributors to the Boy Scouts, and the Rescue Mission, whose headquarters are not far from Morse Manufacturing’s first home on Dickerson Street.
The Andrews also understood that a successful manufacturing sector relied heavily on workforce and economic development in Central New York and have remained part of the manufacturing ecosystem for decades. Both Ralph and Bob Andrews held leadership positions at MACNY, The Manufacturers Association and the Greater Syracuse Chamber of Commerce (now CenterState CEO), and in state and national organizations to support the growth and development of the sector. Bob provided Onondaga Community College with valuable insight and guidance in the design of training programs and pathways to employment at Morse and other local companies.
With its 75th anniversary on the horizon, Morse continued to expand its capabilities with the addition of computer-assisted drawing (CAD) and technology dedicated to precision machining and cutting. Employees used to manual processes were trained to use new software designed to analyze data, and identify efficiencies throughout each step from design, to assembly, inspection, packaging, and shipping.
Nevertheless, the company was not immune to the challenges faced by many manufacturers in the region during economic downturns. Global expansion also exposed the company to competition that disrupted market share and the supply chain. As other manufacturers were left with no choice but to reduce workforce, Bob Andrews found new roles for his employees in order to avoid layoffs. The company weathered the storm, leaning into the problem by investing its time and resources in equipment and training. Morse Manufacturing stuck by its suppliers, doing what it could to keep those relationships intact as orders declined.
In the early 2000s, the third generation of the Andrews family joined the company in earnest. Nate Andrews returned to Central New York after earning his engineering degree from the University of Vermont and spending a few years in the tech sector in Boston. Nate spent time in each area of the business, learning from the ground up, and getting reacquainted with employees who had joined the company when he was a kid raking leaves and working summers around the plant. Those same employees cheered when Nate was named VP in 2007 — it seemed the future of the family business would be secured.
Bob Andrews felt prepared to retire and become chairman of the board. The company continued to fend off competition from China by adopting lean manufacturing and setting itself apart for specialty designs and high-touch customer service. Morse Manufacturing set a new sales record in 2011. It was the right time for Nate to become president, and the transition became official on Jan. 1, 2012.
Nate Andrews continued to prioritize international growth, training, and leadership in the manufacturing sector. Morse continued its commitment to local philanthropy and creating pathways from technical education to employment. Soon, it was clear that the plant needed to expand its footprint yet again. Leaving the area was never a consideration — the employees and community were too important, almost an extension of the Andrews family.
A shuttered muffler company on Kuhn Road in the town of Salina offered the right square footage, and then some. It needed significant investment, and thanks to support from Onondaga County, Empire State Development, and National Grid, the ribbon was cut on the 120,000-square-foot facility. The space included interior lanes for trucks to pull into to load and unload materials, and a high tech, ventilated painting bay to add a powder coat of Morse’s signature blue color to its products.
Morse Manufacturing continues to distribute products around the globe from its world-class facility. The company has maintained its status as the leader of the drum-handling product category — manufacturing more than 100 different products made by a loyal workforce and distributed through a dedicated dealer network. Nate Andrews estimates that Morse reinvests 75 percent of the company’s revenue back into the Central New York community. That’s a lot to celebrate.
Lisa Romano Moore is executive director at the Onondaga Historical Association (OHA) (www.cnyhistory.org), located at 321 Montgomery St. in Syracuse.

Morse Manufacturing maps out its next 100 years
“We tried to do a lot this year,” Morse Manufacturing President Nate Andrews says. To celebrate the company’s centennial, the business held a number of events throughout the year including a large public celebration and dealer roundtable in August. Morse Manufacturing also worked with the Onondaga Historical Association (OHA) to put together a 12-part series
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“We tried to do a lot this year,” Morse Manufacturing President Nate Andrews says. To celebrate the company’s centennial, the business held a number of events throughout the year including a large public celebration and dealer roundtable in August.
Morse Manufacturing also worked with the Onondaga Historical Association (OHA) to put together a 12-part series of videos on its website and worked on boosting its social-media presence.
“Our signature color of our product is all blue, but for this year we added a gold highlight to many of our products,” Andrews says, adding that he enjoyed seeing how much employees appreciated that little touch.
Heading into its 101st year, it’s no time to sit back and rest, according to Andrews. First up will be to embark on an internal strategy plan “to map out what our future is going to be.”
Part of that strategy, he says, will be to continue to focus on expanding the manufacturer’s international markets for its drum-handling equipment.
“We’re starting with Europe,” Andrews notes. The company began laying the groundwork this year, actually, and started working with several dealers in the United Kingdom. Morse Manufacturing should see the dividends from that work starting next year.
Once Morse is established in Europe, Andrews sees the company continuing to expand its network into the Middle East and Far East Asia, where there is a real demand for its products.
Along with gaining new customers in new markets, Morse Manufacturing is always continuing to look at product innovations.
“We certainly have our eye on the future,” Andrews says. “Once you lose that hunger, you’re dying. You’re not growing.”
The goal is to celebrate and hold onto the values that carried Morse through its first 100 years while continuing to innovate and grow.
Today, Morse Manufacturing employs 45 people, many of whom are part of multiple family generations to work for the third-generation family business.

VIEWPOINT: The Beautiful Legacy of the Visiting Nurse Association
Three Syracuse women — Laura Bissett Mills, Arria S. Huntington, and Dr. Julia Hanchett — founded the Visiting Nurse Association (VNA) in March 1890. All three were acutely involved in local public-welfare programs, especially those focused on the health of women and children. Mills founded the Good Shepherd School of Nursing in 1887 at the
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Three Syracuse women — Laura Bissett Mills, Arria S. Huntington, and Dr. Julia Hanchett — founded the Visiting Nurse Association (VNA) in March 1890. All three were acutely involved in local public-welfare programs, especially those focused on the health of women and children.
Mills founded the Good Shepherd School of Nursing in 1887 at the Hospital of the Good Shepherd in Syracuse, the first training school for nurses in Central New York, and became the training school’s first superintendent. Huntington was an integral part of local women’s health and welfare in the late 19th and early 20th centuries. Profoundly engaged in the Women’s and Children’s Hospital in Syracuse (later, Syracuse Memorial Hospital), she also founded the Shelter for Unprotected Girls and the Women’s Employment Society. Huntington became absorbed in the Women’s Union, where she fought to better the conditions of working women and to give them the opportunity to make intelligent, moral, physical, and financial improvements in their lives. Dr. Hanchett represented the third generation of Hanchett family physicians. She received her initial medical education at the Training School for Nurses at Bellevue Hospital in New York City and later received her medical degree at the Woman’s Medical College of Pennsylvania, where she graduated in 1883. In 1886, Dr. Hanchett began her private medical practice and became associated with the Hospital of the Good Shepherd, where she assisted with establishing the first maternity ward in Syracuse. Dr. Hanchett also served as Syracuse’s city vaccinator from 1902-1916, during which time she vaccinated more than 30,000 children. She also worked with Huntington at the Shelter for Unprotected Girls.

With aid from Frederic Dan Huntington, the bishop of the Episcopal Diocese of Central New York, founder of the Hospital of the Good Shepherd, and Arria Huntington’s father, these three talented and concerned women recruited some of the newly trained nurses from the Good Shepherd School of Nursing and established the VNA of Syracuse. They opened an office on South Warren Street and installed Huntington as president, Dr. Hanchett as medical advisor, and Mills (now Marlow) as supervisor of nursing services. The women initially launched the association “to care chiefly for maternity cases,” but succeeded and soon expanded its breadth of services. By July 1890, the Syracuse Daily Standard newspaper reported the VNA had made 265 house calls and contributed to the care and comfort of more than 32 ill citizens. The association’s initial expenses amounted to $40 per month (about $1,350 in 2023), mostly paid by concerned citizens. The Third Ward Railway and the People’s Railway, two electric street trolley lines, provided a limited number of free rides so visiting nurses could travel to their patients around Syracuse. Other notable citizens made gifts of money or material to the flourishing medical organization.

The VNA issued its first annual report in 1895. In the report, Arria Huntington recounted that the organization had been incorporated under the name of The Visiting Nurse Association of Syracuse. She also mentioned the association had hired a paid superintendent due to the increased awareness of the VNA. Infectious diseases, such as diphtheria and scarlet fever, were taking their toll on the most vulnerable citizens at that time. While the VNA’s main mission was to provide maternity services and to teach new mothers how to care for their newborns, visiting nurses also treated the sick, many of them destitute. Services were provided mostly for free or a small fee. The nurses made daily house calls and assisted patients’ recovery to regain their strength so they would once again become healthy and productive. Huntington also stated in the 1895 annual report, “The opportunities for good in the service which our nurses render are incalculable in their results. They are combating not only physical disorder, suffering and death, but helping to preserve the home, to uphold society, to restore the weak and sustain the helpless.”
In 1912, the VNA created one of its most successful programs, known as Baby Camp. Baby Camp opened on Rider Avenue in Syracuse and operated every summer until 1925, when it shifted to a year-round program. From 1912-1931, Baby Camp served both urchins and more affluent children who required extra attention to overcome bronchitis, pneumonia, thrush, jaundice, and rickets. Many parents, often immigrants, praised the care the children received at Baby Camp. Camp nurses provided the children with much needed love, nutrition, and abundant fresh air. The nurses often kept track of the children at their homes after they left the camp. One visiting nurse’s report stated, “Little Joseph, who was with us both summers, is fat and well and can almost walk; his mother is planning already to send him to us again next summer.” In 1931, the VNA thought many of the Baby Camp children would fare better if they were placed in foster homes. That year, the association closed the camp and the responsibility was given to the Children’s Bureau.
The VNA opened its first well-child clinic in 1918. Two years later, the association obtained its first automobile, greatly expanding the visiting nurses’ range to encompass all of Onondaga County. In 1919, the VNA required each visiting nurse to own a telephone, fountain pen, inexpensive wristwatch, thermometer, scissors, probe, and forceps.
The Spanish Influenza struck Syracuse, as it had all across the United States and Europe, in the fall of 1918. Italian families often suffered, with the disease assaulting entire families. Visiting nurses worked assiduously to stop the disease from spreading and to comfort the patients. Nurses often worked from the early morning until well after midnight, usually making no less than 65 house calls each day. In the beginning of October 1918, nurses made 6,775 visits to 1,496 patients. The epidemic peaked later that month, when visiting nurses made over 2,000 calls in the third week alone. Syracuse’s more affluent citizens loaned the VNA over 100 automobiles to assist with transporting nurses throughout Onondaga County. Unfortunately, 55 visiting nurses died while caring for numerous influenza patients.

The VNA worked on the Onondaga Nation between 1918 and 1919. At the behest of the New York State Sanitary Supervisor, “the Association agreed to organize and supervise nursing and welfare work on the Indian Reservation, in order to demonstrate to the State the need of such supervision.” The VNA demonstrated to New York State that placing a nurse on the Onondaga Nation was a vital service. The association’s program on the Nation included “nursing care, prenatal instruction, child welfare, and hot lunches on school days.” Nurses also provided baby care instruction to new mothers. For that one year, visiting nurses made over 1,500 calls, assisted with decreasing the tuberculosis epidemic, examined every school child, and sent many of them for dental care at the Free Dispensary’s children’s clinic. New York State then assigned its own nurse on the Nation to perform most of the same functions and then opened a clinic in 1924. The VNA continued to offer school lunches to Onondaga children until 1929.
Maternity care and home deliveries remained VNA’s concentration for many years. Between 1929 and 1935, visiting nurses assisted with 1,834 home deliveries. In 1938, a visiting nurse attended 50 percent of home deliveries in Syracuse. However, by the mid-1940s, home deliveries dramatically declined to only 41. In 1947, the VNA dropped home-delivery service. Still, the VNA continued to offer maternity care and new parent instruction classes.
During the World War II years (1941-1945), the National Office of Price Administration and the National Organization of Public Health Nursing approached the Syracuse VNA to demonstrate the dangers of buying fuel and products in the illegal underground economy. The federal program staff thought the Syracuse association could demonstrate the value of public-health nurses on the home front to nurses in other cities.
Two visiting nurses, Second Lieutenant Rita Erard and Second Lieutenant Kathryn McCarthy, paid the ultimate sacrifice for their country during World War II. Life-long friends, these fellow Syracusans were members of the US Army Nurse Corps assigned to the 172nd General Hospital, 803rd Medical Air Evacuation Squadron, in Dinjin, India. On March 4, 1945, Lt. Erard and Lt. McCarthy boarded a C-47 Skytrain airplane bound for Ledo, India, with other passengers. One mile from the Ledo airport, the airplane crashed and completely burned, killing all aboard, including Lt. Erard and Lt. McCarthy. Lt. Erard’s body was never recovered from the burned wreckage. She is memorialized on the Walls of the Missing at the Manila American Cemetery in the Philippines. Lt. McCarthy’s body was recovered and initially interred in Kalaikunda, India, but was later repatriated to the National Memorial of the Pacific in Honolulu, Hawaii, on January 10, 1949. Lieutenant Esther Schisa — a U.S. Army nurse, also from Syracuse, assigned to a hospital ship caring for wounded military personnel during the war — remembered her two close friends in a Syracuse Herald Journal newspaper article in June 1945: “They died bringing relief and comfort to our boys. We in Syracuse should honor their memories with vigor both on the war and home fronts.”
The VNA moved to new headquarters at 704 East Jefferson St. in Syracuse in July 1947. The address was the former home of Abraham Rosenbloom, a local real-estate agent, who appreciated the fine work of the VNA so much that he bequeathed his house and a vacant lot on East Jefferson Street, along with two other properties located at 507-509 Cedar St. and 511 Almond St., to the VNA for its headquarters, as well as future expansion. That year, the VNA made 27,247 calls to 4,696 patients. Almost a third of the visits were to new mothers and their babies.
As the decade ended in 1949, visiting nurses continued to provide quality service to Onondaga County’s expectant and new mothers, as well as a host of other patients. In 1949, buses conveyed most visiting nurses to their appointments. Each nurse routinely visited seven to eight patients each day and carried a medical supplies bag that weighed about eight pounds. While on their rounds, nurses often ate lunch at a nearby restaurant. The VNA Board of Directors comprised 30 women who met at the Syracuse Museum of Fine Arts on James Street in Syracuse to discuss association business and the public welfare of the community. As the 1950s commenced, the VNA board of directors allowed men to join the board.
Beginning in 1956, in conjunction with the Council of Social Agencies, the VNA provided a home health aide service. The aides were “unlicensed, non-professional worker[s] prepared to assist the sick, disabled or infirm at home…” That same year, visiting nurses made over 10,000 house calls to patients.
In the mid-1950s, the VNA played a key role in caring for and comforting cancer patients in their homes. They received a portion of $83,000 to spend on that care. However, the association made a point of not separating cancer care from other care. The board and staff were careful to include cancer patient care as part of its holistic approach to health care and public welfare. At the time, VNA’s approach to cancer care was to emphasize the potential for cancer patients to resume a role in society, “as far away from despair as possible.” The dedicated nurses not only cared for their patients, but also taught family members rudimentary nursing skills, helped patients to be more self-reliant, and guided families through the psychological roller coaster of living with cancer.
In late 1958, the VNA was among 65 government and voluntary health organizations to approve a constitution and by-laws establishing the Metropolitan Health Council of Onondaga County. Once the new organization was formed, the VNA applied to become an agency member. The purpose of the Metropolitan Health Council was to join varied health organizations around the concept of community health planning. The council worked under the auspices of the Community Chest, which was the forerunner of the United Way of Central New York, and the Council of Social Agencies. The Metropolitan Health Council ended its two-year experiment in community health planning in 1961, when it was criticized for admitting the Planned Parenthood Center to its group and lost funding from the Community Chest and Council of Onondaga County. During its brief tenure, the Metropolitan Health Council “identified community health needs, acted to meet some of them and ha[d] created a desirable liaison, understanding and confidence between lay and professional health workers in the community.”
The VNA appointed Nora Belle Rothschild as its new executive director in May 1960. Rothschild was the latest director in a long line of dedicated health professionals to hold that position since the association’s inception in 1890. Rothschild had been employed by the VNA since 1946, when she separated from the US Army Nurse Corps after World War II. In 1960, the VNA employed 12 registered nurses with public health training and two practical nurses. The VNA continued to emphasize in-home patient therapy and care.
Ruth Freeman from the University of Baltimore, guest speaker at the VNA’s 66th annual luncheon meeting at the Corinthian Club on James Street in Syracuse, sized up the character and duties of visiting nurses at the beginning of the 1960s. Touting the positive therapeutic effects of recovering in one’s home instead of the hospital, Freeman stated, “the [visiting] nurse plays a role. … She translates to the family the meaning of the medical diagnosis and the rationale of treatment, she acts as observer for the physical therapist or with help gives and supervises physical therapy procedures; she refers at the right moment to the right resource in the right way, so that all available facilities are used as effectively as possible. … But most of all, she listens to, reassures, cajoles and encourages.”
In the 1960s, VNA continued to offer in-home health care at adjustable monetary rates, depending on one’s financial circumstances; the destitute continued to receive free health care. The VNA continued to expand the number of patients served via its effective use of home health aides. Another successful VNA program in that decade was training women to become home-aide-homemakers. The home-aide-homemakers were trained by nurses to fill a health-care need in homes where no member of the patient’s family was available to help. Upon successfully completing the three-week course, home-aide-homemakers earned $1.80 per hour to care for those in need.
The last “walking nurse,” I. Marie Wahlroos of Syracuse, retired in 1970. As a walking nurse, Wahlroos traveled to each of her patients’ homes on foot, rather than by car or public transportation. Born in Finland, she had been employed as a visiting nurse in Syracuse since 1928. Typical of early visiting nurses, Wahlroos accompanied doctors to deliver babies at home. One day in the 1940s, Wahlroos arrived at the delivering mother’s home to find no doctor and had to deliver the baby on her own. “I wasn’t scared. But I was concerned. When the doctor arrived, he said I’d done a good job. I was quite proud of myself,” Walroos stated in the Syracuse Herald Journal newspaper in November 1970. Upon her retirement, Wahlroos said, “VNA goals are still the same, to keep our patients well and comfortable, physically and mentally.”
In 1977, the VNA was the oldest home health-care organization in the region. By that time, the annual budget was $800,000. More than half of the 15 people on staff were public health nurses with a four-year nursing degree. Each home visit then cost $18.50.
Home Health Providers, Inc., was created in 1988 as a cooperative endeavor between the VNA and Home Aides of Central New York. The latter was organized in 1966 to assist in the care of aging, ill, and frail individuals at home. At that time, a shortage of nurses and home health aides threatened staff needs for both organizations. This health-care affiliation was originally known as Home Tech of Central New York, but Home Aides later unaffiliated itself. The VNA and Home Health Providers combined their physical locations at 1050 West Genesee St. in Syracuse when the VNA relocated from 704 East Jefferson St. In 1995, the two-way affiliation was called VNA Systems, Inc., and a new agency, Independent Health Care Services, Inc., was added. However, at the end of August 1999, the VNA closed and absorbed the smaller Home Health Providers, Inc., due to cuts in Medicare and Medicaid reimbursements, as well as stricter insurance claims procedures.
The VNA commemorated its centennial anniversary in February 1990 during National Visiting Nurse Association Week. The anniversary slogan was 1890-1990: One Hundred Years of Caring. New York State Senator, Tarky Lombardi, Jr., of Syracuse, presented a New York State Senate Resolution recognizing the VNA’s 100th anniversary. Professional dignitaries spoke at the event, staff presented nursing uniforms from bygone days, and many enjoyed a piece of anniversary cake. The 1990 annual report asserted, “[i]t was a happy night for all who attended.”
As the 20th century transitioned to the 21st, the VNA remained steady and continued to offer its in-home patient care services. The list of offered services expanded to include physical, occupational, and speech therapy, home safety evaluations, nutrition programs, as well as social and domestic services.
By 2011, VNA Systems, Inc., was the umbrella organization of the VNA of Central New York, CCH Home Care and Palliative Services, Independent Health Care Services, and the VNA Foundation of Central New York. That same year, VNA Systems, Inc., was rebranded as VNA Homecare. In the following year, it launched VNA Homecare Options, a long-term care Medicaid plan targeting chronically ill or disabled patients who required health or long-term care services. By 2015, this plan had expanded into 48 New York State counties.
Then, in 2013, VNA Homecare and Home Aides of Central New York joined together to offer more affordable and accessible health care to the community.
VNA Homecare celebrated its 125th anniversary in 2015. The milestone commemorated the long medical service the VNA had provided to the community since its founding in 1890. The organization embarked on a capital campaign to raise funds for necessary repairs on the VNA’s building at 1050 West Genesee St. However, VNA’s leadership team soon realized the current facility no longer met the association’s needs; they decided to plan for a new complex at the same address to accommodate future needs. A groundbreaking ceremony was held in 2017 to commence construction of a new 47,000-square-foot complex for VNA Homecare’s headquarters. King & King Architects and Hayner Hoyt Corporation were the primary design and construction firms associated with the building project. The new facility opened in 2018.
Also in 2017, VNA Homecare, VNA Homecare Options, Home Aides of Central New York, and all other affiliated organizations and foundations combined into one new health-care system, known as Nascentia Health. The new system combined programs and services previously managed as separate entities. Under this new umbrella organization, Nascentia Health promotes a unified health-care system guided by mutual goals and vision.
Today, Nascentia Health’s mission is to be the premier home and community-based care system for the regions in which it serves. It holds itself to the highest standard of excellence as a health-care leader and strives to deliver exceptional care. Nascentia Health continues to provide nursing and therapeutic care at home and home health aide care, as well as providing managed Medicare and Medicaid health plans. Along with these services, Nascentia Health also offers low-income seniors a place to live at St. Anthony Gardens in Syracuse.
Marlow, Huntington, and Dr. Hanchett — founders of the original VNA in 1890 — would certainly be proud to know their brainchild not only still exists, but also is growing and expanding throughout New York state. They also would be proud of the fact that women comprise 80 percent of Nascentia Health’s staff. From humble maternity care in the late 19th century to modern health and therapeutic care and health-insurance plans, Nascentia Health not only continues to fulfill the original mission of the VNA, but also looks ahead to provide unparalleled health care well into the future.
Thomas Hunter is curator of collections at the Onondaga Historical Association (OHA) (www.cnyhistory.org), located at 321 Montgomery St. in Syracuse.

Nascentia Health builds the Nascentia Neighborhood
ROME — Syracuse–based Nascentia Health continues its focus on the Nascentia Neighborhood project at the Beeches property in Rome, a mixed-use development that will include independent and supportive-housing options for seniors. Nascentia Health describes it as an “aging in place community crafted for active, aging adults,” per a Dec. 14 statement it emailed to CNYBJ.
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ROME — Syracuse–based Nascentia Health continues its focus on the Nascentia Neighborhood project at the Beeches property in Rome, a mixed-use development that will include independent and supportive-housing options for seniors.
Nascentia Health describes it as an “aging in place community crafted for active, aging adults,” per a Dec. 14 statement it emailed to CNYBJ.
“Our objective is to cultivate a vibrant and supportive environment, empowering residents to fully embrace their retirement years. This community is designed to provide adaptable healthcare services, ensuring a comprehensive and personalized approach to wellness as residents age,” the organization said.
Nascentia Health, which is headquartered at 1050 W. Genesee St. in Syracuse, is a home and community-based health-care system with operations in 48 upstate New York counties.
Back on July 24, the organization announced that crews had completed the first phase of the renovation work at Beeches Manor, the property’s restaurant and conference center. Nascentia Health called it a “significant milestone,” with the venue now open for events with a full-service restaurant.
Future development will include patio homes and other amenities “filling an important need for new, well-designed housing in the Rome area,” the organization said.
“Nascentia Health is thrilled to be an integral part of the Rome community, and we look forward to the continued success and growth of the Nascentia Neighborhood project,” it told CNYBJ.
In July, Nascentia Health announced that plans were underway to renovate and expand the former Beeches Inn into 55 units of accessible housing for seniors.
When asked in December about the status of the project, it said, “Dependent on funding, the senior apartments at the Beeches Inn project could begin as soon as next year [2024].”
The Beeches Restaurant and Conference Center and the Inn at The Beeches — which closed at the end of 2018 — was a longstanding, well-known venue for conferences and events in the region.
Nascentia Health President and CEO Kate Rolf on July 20, 2023 welcomed guests and staff and talked about the importance of bringing the Beeches property back to life for the Rome community. “With the completion of this initial phase of construction, we’ve reached a significant milestone in our vision, and we couldn’t be more thrilled to carry that momentum forward,” Rolf said in a release.
OPINION: New York’s Congressional Maps Get Thrown into Chaos
The process of redrawing election-district maps, which takes place every 10 years, is never a simple endeavor. Logical, thoughtful, and geographically reasonable election districts are an important component of our representative democracy. However, playing politics with election districts has been taken to a new level this year. Republican successes in the 2022 elections helped swing
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The process of redrawing election-district maps, which takes place every 10 years, is never a simple endeavor. Logical, thoughtful, and geographically reasonable election districts are an important component of our representative democracy. However, playing politics with election districts has been taken to a new level this year.
Republican successes in the 2022 elections helped swing the balance of power in the U.S. House of Representatives and embarrassed the Democratic Party on the national stage. Having lost at the ballot box, Democrats turned to the courts, in a desperate attempt to gerrymander their way into congressional seats in 2024. A recent New York Court of Appeals ruling opened the door for them to do so. By a 4-3 vote, the court ordered new congressional maps to be drawn by Feb. 28, adding even more chaos to a redistricting process that has been thoroughly dysfunctional.
The Assembly Minority Conference, along with our Republican colleagues at the congressional level, have worked hard to put New York back on the right track amid the economic perfect storm created by COVID and the unsustainable left-wing spending policies that have defined New York state for decades. The results of the 2022 elections came about through a commitment to deliver better government for the people.
Crime has been a persistent problem, thanks to the steady erosion of our criminal-justice system, and the tax-and-spend mentality that has New York ranked the 49th worst tax climate by the Tax Foundation has, unsurprisingly, contributed to New York’s crisis-level outmigration numbers. Perhaps, to stem this troubling trend, Democrats might consider making better laws rather than wasting time rubber-stamping new district lines to help swing elections in their favor.
I am extremely disappointed that New York voters will be forced to endure yet another round of congressional mapmaking. Ignoring the will of the people was bad enough, and this [recent] decision makes things even worse. The electorate deserves much better than what they got here, and I will continue sounding the alarm when sound policymaking and processes are undermined by political maneuvering.
William (Will) A. Barclay, 54, Republican, is the New York Assembly minority leader and represents the 120th New York Assembly District, which encompasses all of Oswego County, as well as parts of Jefferson and Cayuga counties.
OPINION: House Sets Model with Santos Expulsion by Waiting, Not Waiting
It won’t be too long before George Santos fades into obscurity, at least as far as Congress is concerned. Before that happens, though, it’s worth spending a moment on his expulsion, because this was one of those rare instances where the House of Representatives set an example its future self should follow. To understand why,
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It won’t be too long before George Santos fades into obscurity, at least as far as Congress is concerned. Before that happens, though, it’s worth spending a moment on his expulsion, because this was one of those rare instances where the House of Representatives set an example its future self should follow.
To understand why, it’s helpful to remember two key points. First, the House Ethics Committee report issued in mid-November was a bombshell, laying out a case that, as the report put it, Santos “sought to fraudulently exploit every aspect of his House candidacy for his own personal financial profit.” And second, separately from what was going on in Congress, Santos has been charged with illegally defrauding his donors and using their money for personal benefit, as well as with additional charges that include identity theft. That case is still in the courts.
Pressure to do something about Santos, of course, had been percolating in the House since even before he took office, after The New York Times published an exposé a couple of weeks before his swearing in. Its headline said it all: “Who is Rep.-Elect George Santos? His Resume May Be Largely Fiction.” Months of revelations about his lies followed. Then came not one, but two separate attempts — both unsuccessful — to expel him. They failed in large measure because House members who were reluctant to take a step as momentous as expelling one of their own wanted to wait until the Ethics Committee investigation was finished.
When the bipartisan report was finally published, it left no room for doubt that committee members — the members of Congress most familiar with Santos’s dealings — believed he should be kicked out of office. The first two sentences of the report made that clear, stating that “the evidence uncovered by the Investigative Subcommittee (ISC) revealed that Representative George Santos cannot be trusted. At nearly every opportunity, he placed his desire for private gain above his duty to uphold the Constitution, federal law, and ethical principles.”
One key thing to remember is that in these highly partisan times, the House hasn’t always been so patient. In recent years, the House has censured members (GOP Rep. Paul Gosar in 2021, Democratic Rep. Adam Schiff in 2023) by bringing those measures directly to the floor — thus bypassing not only the Ethics Committee and its bipartisan process, but its ability to constrain destructive partisan passions. In the Santos case, the fact that the House waited until the committee had done its work gave the next step bipartisan legitimacy — especially since the expulsion resolution members considered was one brought up by the GOP chair of the committee, rather than a separate measure that had been filed by two members of the Democratic minority.
At the same time, although there were plenty of legislators and commentators arguing that the House should wait until after Santos was tried on his legal charges, it moved ahead on its own. This was the right thing to do. It’s worth remembering that the original name of the Ethics Committee when it was set up in 1967 (full disclosure: I sat on the commission that helped set it up) was the Committee on Standards of Official Conduct, and that from the beginning, its role has been to consider the impact of members’ actions on the integrity of the House. In other words, disciplinary proceedings are not about the legality of a member’s actions, but about conduct that discredits the House as an institution. This is something members need to decide, not judges or juries.
Once the Ethics Committee did the key job of sorting out the basic facts and determining that what Santos had done harmed the House by discrediting it and its members, it was appropriate for the full House to act. It didn’t need to wait for the legal charges to wind their way through the courts.
In the end, then, the House served itself and the American people well by putting two vital considerations front and center. First, it followed bipartisan procedure. Second, it focused on an assault on the integrity of the institution. Let’s hope the House valued the experience enough to repeat it in the future.
Lee Hamilton, 92, is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at the IU Hamilton Lugar School of Global and International Studies, and professor of practice at the IU O’Neill School of Public and Environmental Affairs. Hamilton, a Democrat, was a member of the U.S. House of Representatives for 34 years (1965-1999), representing a district in south-central Indiana.
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