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Who is Bob Kinsley, builder of the new Gettysburg Visitors Center?



Developer Bob Kinsley talks with York Mayor Kim Bracey at a 2013 community event. Of all of BEven then, Kinsley was in the middle of plans to build a new visitor’s center at Gettysburg (Pa.) National Park. Q&A on new Gettysburg visitor center, old Electric Map, Thousands discover formerly unheralded Howard Tunnel and Glatfelter, Farquhar, Shipley: Insights from local greats.

Several years ago, prominent York businessman John Schmidt told me at least one reason for builder Bob Kinsley’s success.
“He just gets up a little earlier than the rest of us,” Schmidt said.
That goes a bit in providing insight to the man behind the question:
Who is Bob Kinsley, the “private” side of the private-public venture that has constructed the new Gettysburg Visitors Center and Museum? … .

A long profile, appearing in the York Daily Record in 1998, provides the most detailed public piece on this prominent regional builder:
Building on success
Kinsley’s Charge
He started 40 years ago with a pickup and a tractor. Today, he’s playing to a national audience with his Gettysburg plan.

Robert A. Kinsley has just toured the 1 million-square-foot distribution center his construction company is erecting in West Manchester Township for Goodyear Tire & Rubber Co.
In its 38 years, Kinsley’s company has never built anything this big. It’s believed to be the largest structure ever built at one time in York County. It could hold more than 20 football fields. A walk around its perimeter is a one-mile journey.
A veritable concrete jungle has grown up on what had been farmland near J.E. Baker Co. The building has required so much concrete for its foundation, wall panels and dock aprons that Kinsley set up a temporary plant to make it on site.
Yet leaving the site, as a passenger in his black BMW sedan, Kinsley discusses none of those facts with his driver and executive secretary, Neida Lau. A man who says “green is soothing,” Kinsley instead ponders the fate of 2,600 evergreens that have to be cleared from a utility right-of-way.
“Why don’t we give Christmas trees for Christmas . . . ?” he says rhetorically. The trees – with roots intact – will be offered to employees free for the taking or planted on Kinsley properties.
And so Kinsley balances the seemingly warring roles of builder – he doesn’t like the term developer – and preservationist.
He operates a construction company with annual sales of $155 million and has under his control more undeveloped, industrially zoned land than anybody in York County.
But he’s a founding member of the Farm and Natural Lands Trust of York County. He wants to place with the trust his nearly 1,000-acre South Branch Farms in York Township, guaranteeing it will remain farmland in exchange for a tax credit. Kinsley would still own the farm, which grows crops and breeds Black Angus cattle.
The easement would be the largest since the trust began in 1990 and would increase its protected acreage by 50 percent.
Kinsley decries what big-box retailers have done to downtowns, but he leases suburban buildings to Wal-Mart, Lowe’s and Giant Food Stores.
One observer who admires Kinsley calls him a “bundle of contradictions.” Kinsley sees it differently.
“Buildings don’t necessarily ruin the landscape,” he says. “And development has to happen unless we’re going to stop growth in our population.” But growth, he says, has to be contained, whether it’s in York County or Lancaster County or Steamboat Springs, Colo., where he owns a cattle ranch with Donald Graham, the founder of Graham Packaging Co.
During the past two years, Kinsley embarked on his most challenging project yet: a new visitors center and museum at Gettysburg National Military Park.
While years from completion, that project already has elevated Kinsley from the regional scene – his company has offices in York Township and Baltimore – to the national stage. Indeed, these are heady days for Kinsley, whose improbable success began nearly 40 years ago with a used pickup and tractor.
The early years
Kinsley, 58, grew up the middle of five children, the others all girls. His mother, whom her children call Molly, will turn 86 on Dec. 12. In 1929, she immigrated to New York, with her family, from east London.
A self-taught artist, she worked for McCall’s magazine in New York. On a trip to visit her aunt and uncle in Philadelphia, she met Kinsley’s father, also named Robert Kinsley.
The elder Robert Kinsley, who had attended the University of Pennsylvania, sold hardware to stores in southcentral Pennsylvania. The family moved to Wrightsville and, two stops later, a modest farm in York Township near the south branch of the Codorus Creek.
Kinsley’s father later sold kitchens for the Wolf Supply Co., now the Wolf Organization. Wolf Supply sponsored an annual home building show at the Valencia Ballroom in York. The younger Kinsley helped out at the show, passing out literature and operating a miniature train among the displays.
His father suffered from depression and divorced Molly. He died about two years ago in Maryland.
Molly played the more significant role in shaping her children’s lives. She held on to the farm, raising her children while designing fashion advertisements for department stores, cigar labels and potato chip bags and illustrating children’s books.
She taught Kinsley how to knit and sew buttons and helped him build a stone wall on the farm.
Her advice to her children: ” ‘You stick to it until it’s finished.’ ”
Around age 16, Kinsley accompanied Molly on one of her trips to see an agent in New York. She admired a Welsh cabinet in a store window. On their return, Kinsley built one for her that she still has.
“He looked at it the other day,” she says, “and said, ‘It’s kind of amateurish, isn’t it?’ ”
Kinsley grew up around horses and began riding around age 6 or 7, he says. He taught himself woodworking, and his earliest projects included boxes for holding riding equipment.
His father owned a backhoe, which Kinsley learned to operate. He graduated in 1958 from William Penn High School and worked for a small building contractor. One day, C. Joseph Deller, a Dallastown contractor, told Kinsley he needed a backhoe operator. Kinsley accepted the offer.
The next summer, with a 1940 Chevy pickup and a 1947 Ford tractor, Kinsley left Deller and started a lawn grading business. C. Joseph “Bud” Deller Jr. was Kinsley’s partner for several years before leaving for military service.
In 1960, Kinsley attended the wedding of the elder Deller’s daughter. One of her bridesmaids was Anne Whelan, whom Kinsley began dating and married in the midst of a blizzard the following January. They originally planned a spring wedding but moved the date up so it wouldn’t interfere with Kinsley’s busy season.
He attended York Junior College, now York College, from 1958 to 1960 without earning a degree. He moved on to the University of Baltimore but stopped taking classes when juggling school and work became too much.
Money was tight in those days, when earning $4,000 per year was good money, he says. Anne Kinsley, a legal secretary at the time, would type a bill as soon as Kinsley completed a job, and he would hand deliver it.
One time, a check accidentally wound up in the trash, in the days when trash was burned. The young couple salvaged the pieces that weren’t charred; the customer wrote a new check.
“But in those days,” Anne Kinsley says, “you couldn’t afford to lose one check.”
The Kinsleys bought Molly’s converted 1880 bank barn and 13 acres, where they raised their five children. They range in age from 28 to 36 and all work in the family business. (Molly has continued to live with them.)
Rob, the youngest, was the longest shot to join his brothers. An anthropology major, he continued his education at the University of Pennsylvania, where last year he received a master’s degree in architecture. He subsequently joined LSC Design Inc., a Kinsley-owned architectural and engineering firm.
Kinsley on having his sons involved:
“It makes owning a business a lot more fun because you see your family and your children grow into – how would I say – formed, thinking individuals. We expect them to carry their share of the load (and be) contributing members of the team, and they certainly are.”
He allows that it’s “scary,” as well, having so much family working together. It’s as though he has five partners, he says, and they seek his counsel, increasing demands on his time when his company is “growing tremendously.” Anne Kinsley says her sons work well together because each fills his own niche.
“I saw them grow up,” she says, “and to see how well they get along now, it’s amazing to me.”
Tim Kinsley, 33, graduated with a construction management degree from Colorado State University and joined the business. He works in the area of property management.
As a boss, he says, his father is “firm but fair.”
“He allows you to learn from your mistakes,” he says. “Doesn’t beat you on the head with them. But he doesn’t allow you to make them over and over.”
Patrick Kinsley, the oldest son, says his first job was working in a sewer trench. An engineer, he worked for C.S. Davidson Co., a York engineering firm, for five years before joining the family business. Today, he is president of LSC Design.
He marvels at his father’s ability to “cut through the extraneous” and improvise. They recently spent part of a Sunday repairing a fence together. The job would have taken a normal crew a full day, he says, but it took them only two hours.
Robert and Anne Kinsley still live in the original barn, while their five married sons live within two miles among nine contiguous farms that make up South Branch.
Kinsley has remodeled his home so often that it has become a bit of a family joke. For five straight years when his family was young, he says, he worked all weekend remodeling. Most of his original millwork remains – “sacred and not touched” – as a reminder.
“I think he constantly re-creates his environment that he lives in,” Tim Kinsley says. “Just keeps that spirit going. I think it’s also an effect of never being satisfied.”
Kinsley agrees with that assessment. He describes his home as “rustic with a colonial flavor.” It contains original chestnut beams, antiques from various periods and exposed stone walls. It’s also next to Kinsley’s offices on Water Street.
The Galloping Groomer
It’s from this address that Kinsley has built his mini-empire, on the strength of factories and warehouses, office buildings and strip malls. His ubiquitous red trucks increasingly are seen on road projects for the Pennsylvania Department of Transportation.
He followed no master plan; he says his plan was to survive. His company really arrived in the mid-1980s, having solidified its place as an industrial builder, he says. That milestone coincided with the demise of R.S. Noonan Inc., a York general contractor that dated to 1935 and was the Kinsley of its era.
Ever mindful of opportunity, Kinsley through the years has owned – and later sold – parts of a portable toilet business, York Waste Disposal and an auto dealership in Elizabethtown, Lancaster County.
The walls of his office are covered with pine boards. He collects old kerosene lanterns, a dozen of which are on display. The base of the lamp on his desk is an old cognac bottle. Scenes of wildlife, cattlemen and Indians hang in pictures on walls, along with honors from the Boy Scouts and York College.
His office usually contains more dogs (one or more) than computers (zero). Kinsley likes to say that he’s the only chief executive who has a tin of dog biscuits on his desk. He picked up his black and tan dog, a mutt named Henrietta, as a stray at a job site.
Dogs are so abundant among the Kinsleys that the Galloping Groomer truck calls on the office regularly. Scratches on the office’s front door are a testament to canine comings and goings.
Kinsley works 60 to 80 hours per week, dividing his time into thirds: his construction company, other parts of his business and community efforts, including Gettysburg.
His work days start at 6 a.m. and typically last well into the evening. In the summer, he likes to leave the office and ride some of his 27 horses and ponies. In the winter, when it’s dark early, he figures he might as well keep working.
Kinsley says his management style is one of “walking around.” He wears a watch but says he never checks the time. He rarely watches television. His mind sometimes works faster than his mouth or pen do, resulting in incomplete thoughts and sentences, his wife says.
He recalls a time-saving trick Molly taught him in his youth: Iron a shirt’s collar and cuffs and wear a sweater over it. Today, someone else presses his trademark white oxford shirts, but Kinsley sets out his clothes the night before in the interest of time.
He devised a system of color-coded files that direct him through each week’s activities, starting with green on Monday and concluding with red on Friday.
Standing no more than 5-foot-7, Kinsley walks as though trying to complete a roof before the onset of winter.
“The man literally runs. He doesn’t walk. He trots,” says Bob Baker, a former Kinsley executive. He left in 1996 to become president of Hanover Lantern Inc., a maker of upscale lighting fixtures.
Kinsley is a tough taskmaster, he says, always asking what’s next. It drives the organization, Baker says, adding that he operates Hanover Lantern in similar fashion. Kinsley, he says, will “run people into the ground at times. Not intentionally, but this is a guy running 100 miles an hour.”
Kinsley says he learns by traveling, and barber shops offer the best place to learn about a new town. He jots down names he can use for streets in new developments. In October, he testified on behalf of a proposed “business improvement district” in downtown York – its focus is on serving visitors – by relating recent travel experiences in Montreal and Helsinki.
He spends his limited free time riding horses and mowing riding paths on his farm. He fox hunts, fly fishes and skis, the latter sometimes on mountains accessible only with a helicopter.
“There’s no repetition in the outdoors,” he says, marveling at how trees can lose 5 percent to 10 percent of their foliage in a single fall night. One day he’s on his farm watching a rabbit, another day a duck.
“Ever watch a turtle?” he asks seriously.
A cowboy at heart, he reads the western fiction of Louis L’Amour. Sometimes he’s disappointed to pick up a L’Amour book at an airport, only to realize that it’s one he already has read bearing an updated cover.
On a hunt
“I really don’t have a job,” Kinsley says. “Business is kind of a sport.”
Retired accountant Bill Carter, whom Kinsley calls one of his few confidants, offers a similar analogy.
“He’s like a hunter on a hunt,” says Carter, who also is a Kinsley business partner. “And these deals he gets involved in, it’s a thrilling experience.”
Kinsley’s company has earned a reputation for completing projects on time – and sometimes going to great lengths to do so.
Hanover businessman Terry Hormel met Kinsley at a crucial point in 1989. Drug company SmithKline Beecham needed a custom building for distribution, and it needed it in six months. Hormel’s group acquired the lots in Penn Township Industrial Park in the third week of February 1990; Kinsley delivered the 130,000-square-foot building that June.
Kinsley’s hustle paid off last year with the Goodyear deal, on which Hormel again partnered. Goodyear walked away from the settlement table when Kinsley was in London, on his way to a fishing trip in Russia.
He turned around, boarded the Concorde supersonic jet and landed in New York. He returned to York County in his private plane and negotiated a compromise. He was back on the Concorde within 16 hours.
Kinsley’s companies – some of them partnerships – employ 900 people. The companies are vertically integrated.
A transaction might look like this: Kinsley Equities buys land, LSC surveys it and designs a building, and Kinsley Construction builds it with steel from Kinsley Fabrication and help from Kinsley-owned Walton & Co., a mechanical contractor, or I.B. Abel or Gettle, both electrical contractors.
Kinsley says such control gives his company an advantage in managing quality, schedules and prices. Seventy-five percent of the company’s business is from repeat customers.
His land holdings give him another competitive edge. He says he buys in “strategic locations” – along well-traveled roads such as Interstate 83 and Route 30 – because the land feeds his business. He likens it to a company such as paper maker P.H. Glatfelter Co., which owns forests.
By controlling land, he says, he was ready when Goodyear came looking. And it helped when Starbucks Coffee Co. knew that Kinsley’s Orchard Business Park in East Manchester Township was under way.
“I’d rather have real estate” than stocks, Kinsley says during a lunchtime meeting with development partners from Maryland. “It’s always there. And they’re not making any more of it.”
Kinsley says he doesn’t know how much land he controls.
“I never added it up,” he says.
There’s no question that he has a big head start over newer competitors such as Wagman Development Inc., a family- owned subsidiary of Wagman Construction Inc., Manchester Township.
Joe Wagman, president of Wagman Development, says his company has 250 industrially zoned acres available and wants to be an alternative to Kinsley. Yet Kinsley even owns lots in Wagman-owned Farmbrook Industrial Park, just west of Exit 11 on Interstate 83. His crews are building Manchester Township’s new offices.
Kinsley’s presence in his park is an apparent sore point with Wagman, who declines comment on the subject. But asked about the rivalry with Kinsley, Wagman notes that he serves on community and service groups with Kinsley and two of his sons.
“I frankly wish they were less likable,” he jokes.
A contradiction
Two years ago, the Daily Record and Better York Inc. published “The Rusk Report,” which described the problem of urban sprawl in York County. From 1960 to 1992, the report said, the county lost 30 percent of its farmland to sprawl. In the past 20 years, the report said, more land was developed than in the previous 200 years.
Kinsley sits on the Better York board and endorses the Rusk Report. He says the way development occurs has to change through government mandates or economic incentives. He says he would have “no problem” if every building permit included a fee for land preservation.
Yet with all of his building projects, Kinsley has contributed to – and benefited from – sprawl. More development means more road congestion, which results in projects such as the recent widening of Route 30. Kinsley won that job.
“He develops the land, which creates the problem, which he solves,” says John Luciani, president of First Capital Engineering Inc., York, and formerly with LSC Design. “And he profits. So be it.”
And the economy benefits from added tax base and new jobs. Just this week, Friendly Ice Cream Corp., Wilbraham, Mass., announced plans to build an 86,000-square-foot distribution center in Kinsley’s Orchard Business Park, East Manchester Township. It will create 100 jobs.
The adage that it takes money to make money could be amended for Kinsley: It also takes money to preserve buildings and land. Sprawl has benefited him financially, but he has spent vast sums of that money on preservation.
“I guess if I had my druthers I’d only preserve land, but I know I have to eat,” he says. “So I do my bit.”
Through the years, he has added to the 13 acres he bought from his mother. His South Branch Farms totals about 1,000 acres. He says a contribution of the land to the Farm and Natural Lands Trust is “highly probable and being considered.”
He develops land that already is zoned industrial or commercial, but he won’t ask a municipality to rezone farmland for development, he says. He also won’t buy land that doesn’t have utilities already within reach.
While tending to business in the suburbs, Kinsley hasn’t neglected the city. In fact, it’s arguable that other than Louis J. Appell Jr. and his Susquehanna Pfaltzgraff Co., nobody has done more for restoring downtown properties than Kinsley has.
He has restored what are now the Codorus & Co. office building and Foundry Apartments, both next to Codorus Creek, and turned the former Tassia’s grocery at 156 N. George St. into the home of his LSC Design. (LSC needs additional space and plans to move next year to Kinsley property at 1110 E. Princess St., York, Kinsley says. He plans to find a new tenant for the former Tassia’s.)
He owns the Valencia Ballroom, 142 N. George St., where he used to operate the miniature train. In the late 1980s, The Dutch Club hired him to make $1.2 million in renovations, but ultimately couldn’t pay him. He acquired the property at sheriff’s sale.
Now, next to LSC and the Valencia, he’s converting the former Fox’s Bread bakery at 212 N. George St. into a 30,000-square-foot office building. He owns that building as well.
He says neglected historic buildings in York “make you sick,” and maintains that current neighborhood revitalization efforts are too scattershot. Entire blocks have to be targeted, he says, if the efforts are to succeed.
Kinsley laments that some of his own residential developments are like ghost towns during the day. Children come home from school and are unsupervised until their parents return, he says. That’s why he believes in home-based businesses and neighborhood schools.
He points to his Spring Forge development along Route 116 in Spring Grove as a planning success. Residents there can walk or ride a bike to a nearby shopping center that he owns with partners. He donated land for the Spring Grove library.
The tension between development and preservation isn’t lost on family members. Kinsley’s sister Elizabeth Ricklefs is a veterinarian and owner of Leader Heights Animal Hospital in York Township. She says she has long wanted to discuss the issue over lunch with Kinsley but hasn’t.
She says she has “mixed emotions because I have a really hard time seeing all the development go on. And Bob’s a developer.”
She once asked Jeff Snyder, president of the Farm and Natural Lands Trust, if he was bothered having Kinsley on his group’s board. ( Kinsley no longer serves on the board, but his son Chris and sister Anne Wagner do.) Snyder said development was bound to occur, and that Kinsley would do it right.
Ricklefs said her initial reaction to the Gettysburg project wasn’t favorable. She eventually came around.
” Bob doesn’t do anything ticky-tacky,” she says.
On to Gettysburg
To Kinsley, Robert Monahan Jr.’s plans for Gettysburg National Military Park fell into the realm of ticky-tacky.
Monahan, a Gettysburg developer, first broached the subject of a new museum with the park service in 1994. Monahan wanted to build on the so-called Fantasyland site, which is next to the property Kinsley ultimately proposed. Unlike Kinsley’s tract, Fantasyland is owned by the park service.
Monahan is a partner with Kinsley in the Hanover Hampton Inn, and the two have been involved together in retail projects along Hanover’s “Golden Mile,” Eisenhower Drive. Monahan says he sug- gested to Kinsley that he might want to consider the Gettysburg project but that Kinsley wasn’t interested.
When Monahan’s proposal met with public objections, the park service put the project out to bid. Monahan came back with bigger plans for private ground in the southeast intersection of routes 30 and 15.
Monahan calls it an “American heritage campus with educational entertainment,” including a wide-screen IMAX theater, motion simulators and virtual reality. Monahan says he’s “severely disappointed” that Kinsley submitted a pro posal without mentioning anything to him.
Though passed up by the park service, Monahan says he’s moving ahead with his project.
Kinsley says he initially thought the Gettysburg visitor center would be a “big headache.” Prompted by some local figures, he says, he got involved because he didn’t want his grandchildren to learn about the Civil War “in a theme-park environment.”
Kinsley says Monahan should have stuck with the Fantasyland site rather than the one at routes 30 and 15. “To me,” Kinsley says of the latter proposal, “it would have been like putting the museum in the parking lot of the Galleria.”
The park service, which picked Kinsley over Monahan and two other finalists, sees the public-private venture at Gettysburg as the wave of the future given scant financial support from Congress.
The new building would allow for battlefield restoration and the protection of artifacts. Yet critics suggest that Kinsley is in the $39 million project for the money, and they worry what the development would do to everything from traffic and retail to bog turtles and woodlands.
Kinsley concedes that all of the criticism surprised him. The project has occupied far more of his time than he ever imagined. Despite the frustrations, Kinsley vows to see this through, easily another five years on top of the two years he already has invested.
He says he won’t make any money on the venture. He is scheduled to make a final payment on the $2.75 million land purchase in early January. A nonprofit foundation formed by Kinsley to oversee the project would reimburse him for the land cost if the project moves ahead.
If not, says Barbara Sardella, Kinsley’s general counsel, ” Bob’s going to be left with some very expensive farmland.”
Delayed rewards
Baker, the former Kinsley executive, says Kinsley will make money and raise the profile of his company nationally. “It’s all about getting projects and making money,” he says.
He refers to what he calls “a little Gettysburg” in Hanover: the Eichelberger Performing Arts Center. Kinsley won that job to convert the former Eichelberger School. Baker says it served as a further entree for Kinsley into the Hanover community and increased his potential for winning other contracts.
Kinsley says his company “couldn’t survive on Eichelbergers,” meaning that it needs the higher profits that come with new construction. But an Eichelberger project, he says, “might be resume building.”
He sees Gettysburg in a similar light. “Our reward,” he says, “will come later on another job.” Although Kinsley has criticized the makeup of Monahan’s Gettysburg project, his own plans have changed considerably amid public clamor about the potential harm to existing Gettysburg businesses.
In his winning proposal, Kinsley described a “small retail mall” that would have accommodated a book store, National Geographic store, arts and crafts gallery, gift shop and restrooms. The proposal also described a “food court or cafeteria and upscale casual restaurant.”
Kinsley suggests that the interpretation of “mall” was different from his in tended use of the word.
“What it really meant was a place for people to walk,” he says.
Originally, he says, he thought the project would require more revenue-producing space to support its cost. However, subsequent indications are that more money can be raised from the public than originally thought, requiring less debt service. As a result, commercial elements have been scaled back and the amount of museum space increased.
Kinsley says his first choice was to build in Gettysburg’s downtown and possibly incorporate the railroad, which delivered Abraham Lincoln for his Gettysburg Address in 1863. He says he couldn’t find a big enough site.
Instead, he settled on a 45-acre tract south of Hunt Avenue. According to Kinsley and the park service, that undeveloped land saw no combat during the Battle of Gettysburg. The existing visitors center and museum and the Cyclorama Building are where the Confederates’ ill-fated Pickett’s Charge occurred.
Those buildings would be razed – for battlefield restoration – if a new visitors center is built. Their contents would be transferred to the new space. Kinsley and the park service hope to sign a binding agreement early next year.
Early motivation
Kinsley says he first visited Gettysburg when he was in the eighth grade. His favorite school subjects were history, geography and civics.
He wants the new visitors center and museum to enhance the Gettysburg experience. He wants it to address how the battle affected the town of 2,700 people. It’s important that tourists see, he says, how the blacksmith or parson or attorney lived the day before the battle.
What about soldiers’ families back home? he wonders.
“Just think about the hardship of the people, the women, who were back there running the show,” he says, calling to mind his own mother’s predicament after her marriage ended.
Kinsley wants his company to serve as general contractor, though that’s a decision the foundation’s board will make, he says.
Meanwhile, Kinsley says he is busy interviewing architects, fund-raising firms and historians so that the foundation may move swiftly once the agreement with the park service is in place.
The building’s interior will be designed, he says, “then we’ll put a dress on this form.” The exterior will be of stone and other natural materials, he says, and will be “solid, timeless” so as not to detract from the battle’s importance.
Kinsley recently reread the book “Killer Angels,” which was the basis for the movie “Gettysburg.” He has seen the movie two or three times. He has visited other museums and institutions to gather ideas. His visitors center, he says, will “be on par” with the Smithsonian Institution.
He says it will have to be reverent. He conjures a powerful image from his visit to the Holocaust Museum in Washington, D.C., that of a pile of shoes from victims of a concentration camp. That image, he says, leaves visitors with a feeling of disbelief that anything so horrible could have happened.
Anne Kinsley says her husband knew he would have to find projects such as Gettysburg that would challenge him while allowing their sons room to grow into the business.
What’s clear is that Kinsley won’t retire if he can help it. When they were younger, Anne Kinsley says, he would look at retirees and imagine jobs for them. Maybe, she says, he will slow down in another 10 years.
“What slow down means to him,” she says, “I’m not sure.”

Anne and Bob Kinsley were awarded the Cornerstone Award by Lutheran Social Services in 2005.