Manufacturing Industry in Hastings, Minnesota: Comprehensive Industry Report & Strategic Growth Recommendations

Executive Summary

The manufacturing sector in Hastings, Minnesota – lovingly nicknamed H-town by locals – has long been a cornerstone of the community’s economic vitality. This comprehensive report examines Hastings’ manufacturing industry from its 19th-century origins to its present-day status, and outlines strategic growth recommendations for the future. Key findings reveal an industry both rooted in tradition and adapting to modern challenges. Manufacturing remains Hastings’ single largest employment sector, with over 1,400 residents working in manufacturing roles ​datausa.io. Iconic local firms like Smead Manufacturing (a 119-year-old office products company) and Intek Plastics (a custom plastics extruder with 200+ employees ​hastingsjournal.news) exemplify the city’s blend of historic legacy and contemporary innovation. These companies – alongside others in metalwork, wood products, food processing, and even wine-making – collectively provide hundreds of well-paying jobs and anchor the tax base. When Hastings manufacturers thrive, they generate a multiplier effect throughout the community: each manufacturing job supports roughly 2.2 additional jobs in other sectors (from suppliers to local retailers) ​mn.gov.

Despite its strengths, Hastings’ manufacturing industry faces several challenges. An aging skilled workforce is nearing retirement, creating pressure to attract and train a new generation of workers. (In the Twin Cities metro, over one in four manufacturing workers is over 55 ​careerforcemn.com.) Global competition and supply chain disruptions have tested local firms’ resilience – from tariff-driven cost spikes to the recent pandemic’s logistical hurdles. Moreover, Hastings must compete with larger metro areas and other regions to retain and expand manufacturing businesses, as illustrated when a major local employer weighed expanding on its Hastings campus versus out-of-state ​hastingsjournal.news. Constraints like industrial land availability, infrastructure needs, and environmental compliance also shape the industry’s growth trajectory.

Fortunately, Hastings’ community-first approach and strategic vision provide a strong foundation for addressing these challenges. Manufacturers here enjoy close-knit relationships with local schools, technical colleges, and the Chamber of Commerce, fostering workforce development and innovation. The city and its economic development authorities have shown commitment through initiatives like redevelopment grants, business park expansions, and marketing campaigns to “Make it in Hastings.” Hastings’ industrial legacy even fuels civic pride and tourism – for example, the conversion of the 114-year-old H.D. Hudson sprayer factory into “The Confluence” boutique hotel and event center has become a symbol of renewal and adaptive reuse. In an era of sustainable growth, local manufacturers are increasingly adopting green practices (energy-efficient processes, waste reduction) and sharing their stories to strengthen community support.

Strategic recommendations in this report are tailored to three stakeholder groups – local manufacturers, supporting businesses (and retailers), and city officials/economic developers. In summary, we call for: manufacturers to embrace advanced technologies and collaborative training to boost productivity and attract talent; supporting businesses and educators to build a robust manufacturing ecosystem through supply chain partnerships, financing, and promotion of “Made in Hastings” products; and city leaders to continue championing business-friendly policies, infrastructure upgrades, and marketing of Hastings as a prime location for manufacturing investment. With these steps, Hastings can capitalize on emerging growth opportunities – from reshoring trends that favor U.S. production to niche markets like craft food/beverage manufacturing – and ensure its factories and workshops remain a vibrant part of the community fabric.

Overall, the outlook for Hastings’ manufacturing industry is optimistic. The city’s rich industrial heritage has proven its adaptability time and again, and today’s manufacturers show the same tenacity. By implementing the strategic recommendations detailed in this report – and by working together across sectors – Hastings’ manufacturers, community partners, and civic leaders can usher in a new era of sustainable industrial growth that secures H-town’s economic prosperity for generations to come.

Historical Background and Evolution

Hastings’ manufacturing story stretches back over 160 years, intertwining with the city’s very founding on the Mississippi River. In fact, Hastings holds a notable place in Minnesota’s industrial history: the first steam engine in Minnesota was built in Hastings in 1860 at the Star Iron Works foundry ​en.wikipedia.org. This early enterprise, established in 1859, produced ironwork for bridges, railroad engines, farm equipment, and riverboats, making Hastings home to the state’s oldest surviving industrial site ​en.wikipedia.org. Such achievements set the tone for Hastings as a hub of innovation on the frontier. By the late 19th century, the city’s riverfront and downtown bustled with mills, factories, and workshops supporting the growing region.

One of the most colorful chapters of Hastings’ early commercial evolution is tied not to a factory, but to a bridge – the legendary Spiral Bridge. Opened in 1895, this unique spiral-shaped roadway looped traffic directly through downtown Hastings rather than over or around it ​racketmn.com. By forcing travelers to wind down into 2nd Street, the Spiral Bridge effectively funneled commerce into the heart of town – a clever feat of engineering doubling as civic marketing. As cars and wagons crossed the Mississippi on the spiral ramp, drivers couldn’t help but pass by local storefronts (and maybe stop to patronize them) ​racketmn.com. The Spiral Bridge became both a quirky tourist attraction and an economic boon, keeping downtown shops busy with out-of-towners. Though the bridge was replaced by a modern span in 1951 ​racketmn.com, its legacy lives on in local lore and even in business names (Hastings’ Spiral Brewery, a craft beer maker, proudly nods to this heritage).

By the early 20th century, Hastings had firmly established itself as an industrial town. Flour milling became a significant industry, leveraging the region’s abundant wheat harvests. Hastings was home to one of the nation’s pioneering roller mills – the first U.S. flour mill completely dedicated to roller milling was operated here (known historically as the Gardner or Ramsey mill) ​snackandbakery.com. This technological leap allowed more efficient production of flour, and Hastings milled grains that fed markets across Minnesota and beyond. The city’s riverfront grain elevators and the steady traffic of barges and rail cars signaled Hastings’ role in the Upper Midwest’s agricultural supply chain. (The tradition endures – today’s Ardent Mills facility in Hastings traces its lineage to those 19th-century mills and is recognized as the first operating mill in Minnesota, dating back to the 1850s​ facebook.com.)

Hastings also nurtured home-grown manufacturing entrepreneurs. A prime example is Smead Manufacturing Company, founded in 1906 by local innovator Charles Smead. Working out of a single rented room above the Hastings Gazette newspaper office, Smead and a handful of employees devised a better office file folder – the famous “bandless file” – and launched what would become a nationwide office supplies brand ​encyclopedia.com​encyclopedia.com. After Charles Smead’s untimely passing, the business was carried on by partners and eventually acquired by the Hoffman family in 1916 ​encyclopedia.com. Under the Hoffmans’ leadership, Smead grew steadily through the 1920s and 1930s, weathering the Great Depression and expanding its product lines. By World War II, Smead had multiple plants and was a significant player in the stationery and filing industry ​encyclopedia.com. In 1962, Smead opened a sprawling 140,000-square-foot headquarters and factory in Hastings, marking a new era of growth – an event notable enough that when Smead’s workers went on strike that year, Governor Elmer Andersen dispatched state police to protect the plant and keep the peace ​encyclopedia.com. This anecdote underscores how critical manufacturing (and Smead in particular) was to the local economy and state at mid-century.

Throughout the 20th century, Hastings saw diverse manufacturers thrive. In the 1920s-1940s, the C.A. Lund Company operated a factory in town producing wooden skis, snowshoes, toboggans, and hockey sticks – perfectly fitting for Minnesota’s winter sports culture. Lund’s Hastings plant, opened in 1927 by Norwegian-born Christian A. Lund, was actually part of the famed Northland Ski Manufacturing Co. For nearly two decades, Lund’s craftsmen turned out high-quality winter gear that found its way onto snowy hillsides and hockey rinks across the region ​live.naabid.com. The factory was even housed in a former casket plant – repurposing industrial space long before “adaptive reuse” was a buzzword. Unfortunately, a massive fire in 1945 gutted the Hastings ski factory, and Lund moved operations to St. Paul afterward ​live.naabid.com. Still, older Hastings residents recount memories of that era, when local woodshops hummed with activity and “Hastings-made” skis and sleds were prized items.

Another fixture was the H.D. Hudson Manufacturing Company, which built a plant on the Hastings riverfront in 1910. Hudson made agricultural sprayers and hand-held crop dusters – unglamorous but essential farm tools. For over a century, the sturdy brick Hudson factory churned out sprayers used by farmers nationwide, employing generations of Hastings workers in the process. By the early 2000s, however, manufacturing at the site had waned, and Hudson closed its Hastings operations in 2014 ​startribune.com. Yet even this “sunset” chapter gave way to a new dawn. City leaders had long eyed the vacant Hudson factory – the last big industrial structure on the historic downtown riverfront – as the key to riverfront revitalization​startribune.com. After years of planning and public-private collaboration, Hastings recently transformed the 100,000 sq. ft. Hudson building into The Confluence, a mixed-use development blending a hotel, event center, apartments, restaurant, and public riverwalk ​hastingsnow.com ​hastingsnow.com.

The historic H.D. Hudson Manufacturing building (pictured above in its pre-renovation state) stood for over a century on Hastings’ waterfront before its modern rebirth as The Confluence. This ambitious redevelopment – a $22 million project backed by local initiative and state grants ​startribune.com – exemplifies Hastings’ evolution from an industrial past to a multifaceted future. As Hastings Development Director John Hinzman remarked during planning, “The Hudson building is something we’ve looked at as a great redevelopment site for 30, 40 years… we feel we’re in a good position now to make that happen” ​startribune.com. Today, the sprayer factory’s old assembly halls have been refashioned into elegant event spaces and boutique hotel rooms, preserving the exterior’s historic character while infusing new economic life into the downtown. The Confluence project not only cleaned up an old brownfield industrial site but also created jobs (in hospitality and management) and a new destination for residents and visitors. It’s a powerful symbol of “preservation through use,” a philosophy noted by local observers whereby Hastings honors its heritage by giving old structures new purpose ​racketmn.com​hastingsnow.com.

By embracing change, Hastings’ manufacturing sector has continuously reinvented itself. The late 20th century saw the development of a modern industrial park near Highway 55 (including Spiral Boulevard, named cheekily after the old bridge). Manufacturing activity shifted from the riverfront to these new areas with better trucking access. Companies like Intek Plastics (founded in 1961) set up large facilities on the outskirts, while legacy firms like Smead also expanded and updated their plants over time. By the turn of the 21st century, Hastings boasted a balanced mix of traditional manufacturers (paper products, plastics, metal fabrication) and niche producers (wine, craft beer, custom printing), reflecting broader economic trends.

In summary, Hastings’ manufacturing evolution is a story of resilience and adaptation. From forging steam engines in the 1800s to pioneering office supplies and sporting goods in the early 1900s, from post-war industrial growth to 21st-century diversification, Hastings manufacturers have been a driving force in the community. This rich history provides valuable context for understanding the industry’s current state and future direction – as detailed in the following sections.

Current State of the Industry

Today, the manufacturing industry remains a pillar of Hastings’ economy and identity. In an era when some small cities have seen factories shuttered and jobs offshored, Hastings stands out for retaining a strong manufacturing base that continues to provide stable employment and community benefits. Let’s take a snapshot of the current state of manufacturing in Hastings:

Scale and Employment: Manufacturing is the single largest employment sector for Hastings residents, accounting for roughly 1,442 workers (per recent demographic data)​ datausa.io. This edges out other major sectors like health care (approx. 1,284 workers) and retail (1,196), indicating how central manufacturing is to the livelihood of local families. Many of these residents work at facilities within Hastings, while others commute to manufacturing jobs in the broader Twin Cities metro. Within city limits, an estimated dozens of manufacturing companies operate, ranging from small machine shops with a handful of employees to large plants with hundreds on payroll. In total, likely over 1,000 jobs in Hastings proper are in manufacturing when counting all employers – a significant share in a town of ~22,000 people. This concentration gives Hastings a higher manufacturing profile than one might expect for a city its size, and it aligns with Minnesota’s overall reliance on manufacturing (statewide, manufacturing provides about 11% of jobs and 12% of GDP ​mn.gov).

Key Players and Industries: Hastings hosts a diverse mix of manufacturing firms, both by product and by company size. Some of the most notable manufacturers in town include:

• Smead Manufacturing Company: A venerable Hastings institution, Smead produces office filing supplies (file folders, envelopes, labels, and organizational products). Smead’s corporate headquarters and main plant are located on Smead Boulevard in Hastings. Still family-owned after 117+ years, Smead employs several hundred people locally (part of a workforce of 500–1,000 company-wide) ​linkedin.com. The sprawling Smead complex is a major landmark and one of Hastings’ top private employers. Smead’s continued presence – designing, printing, and assembling paper-based products in the digital age – speaks to an ability to adapt and find niches (such as specialty file systems for medical and legal fields).

• Intek Plastics, Inc.: Founded in 1961, Intek Plastics is a custom plastic extrusion manufacturer. Intek’s Hastings facility (on Spiral Boulevard) develops and produces plastic components and profiles used in everything from windows and LED lighting to agriculture and appliance parts. The company has over 200 employees in Hastings​ hastingsjournal.news, and it has expanded capabilities through acquisitions (including a recent purchase of a Wisconsin-based injection molding company to broaden its offerings ​intekplastics.com). Intek is a prime example of a local manufacturer with a national reach – its engineered plastic products are shipped to OEM clients across the country. City officials have been actively collaborating with Intek on potential facility expansion plans, signaling how important retaining this growing business is to Hastings’ economy (Intek has considered building additional production space on adjacent land in Hastings vs. out-of-state, a decision watched closely by the community) ​hastingsjournal.news.

• Ardent Mills (Hastings Mill): On the banks of the Mississippi, Ardent Mills operates a historic flour mill – a site that has been milling grain since the 1850s. Now part of a leading national flour-milling company, the Hastings Mill primarily processes wheat into flour for commercial bakeries and food companies. While high-tech and largely automated, the mill provides employment in operations, quality control, and logistics roles. Its output contributes to Minnesota’s large food processing industry. The mill’s presence connects modern Hastings to its agricultural past, and its giant grain elevators and daily railcar load-outs are a visible reminder that manufacturing here includes food production.

• Quality One Woodwork, Inc.: Tucked in Hastings’ industrial park, Quality One Woodwork manufactures unfinished cabinetry and wood components for kitchens, baths, and storage. Established in 1997 and now with a sizable facility on Millard Avenue, this company supplies affordable cabinet products that are sold through retailers and builders. With revenues in the tens of millions of dollars ​dnb.com, Quality One is a significant employer of skilled woodworkers and machine operators in Hastings. It fills a niche in the home improvement supply chain and benefits from the robust construction market in the Twin Cities region. Notably, Quality One’s growth even warranted mention on the city’s economic development “success stories” – the company expanded its operations in Hastings, demonstrating confidence in the local business climate.

• Imperial Counters, Inc.: For decades, Imperial Counters fabricated high-pressure laminate countertops from its factory on Spiral Boulevard in Hastings. Established in 1973, the company built a regional reputation crafting countertops for kitchens and commercial installations ​houzz.com. Imperial Counters employed dozens of skilled craftsmen and was an example of a small manufacturing firm thriving in a specific market. (As of a few years ago, Imperial Counters’ business was reported to be winding down or relocating​ bbb.org, illustrating how economic shifts can impact local companies. The facility’s status has been in flux – but during its operation, it contributed jobs and expertise to Hastings’ manufacturing base.)

• Specialty Manufacturers: Hastings also features a variety of niche and specialty producers. For example, Plastic Printers, Inc. on Spiral Blvd creates custom plastic cards (gift cards, loyalty cards, key tags) and signage for businesses nationwide – a blend of printing and manufacturing technology. Dowco Valve Company assembles and distributes industrial valves and fittings from a Hastings location, serving utilities and industrial clients ​vma.org. Innovative Surfaces, Inc. works on custom solid-surface countertops and decor. On the consumer side, Hastings boasts Alexis Bailly Vineyard, Minnesota’s oldest winery, founded in the 1970s – while technically an agricultural enterprise, it’s also a manufacturer of wine and a pioneer in cold-climate winemaking ​winebusiness.com. There’s also the aforementioned Spiral Brewery, crafting local beer (and local pride) in the heart of downtown. These smaller manufacturers diversify the industrial portfolio and often have a direct connection to Hastings’ tourism and culture (e.g. wine tastings, brewery taproom).

This range of companies highlights a balanced manufacturing sector. Hastings is not a one-industry town; its makers produce an array of goods – paper products, plastic parts, foodstuffs, building materials, industrial equipment, beverages, and more. Such diversity can buffer the local economy against downturns in any single industry. For instance, if housing construction slows (impacting Intek’s window component sales or Quality One’s cabinets), another sector like food production or medical filing might remain steady. The community benefits from having both legacy manufacturers with deep roots (like Smead) and entrepreneurial newer firms carving out niches.

Economic Contributions: The manufacturing businesses in Hastings contribute significantly to the economic health of the city and region. They provide hundreds of direct jobs, many of which are well-paying blue-collar and technical jobs. In Dakota County (where Hastings is located), the average annual wage in manufacturing is about $79,700, well above the county’s overall average wage ​shakopee.org. Hastings’ manufacturers likely mirror this trend, offering solid middle-class incomes to workers ranging from machinists and welders to forklift operators and quality technicians. These wages then flow into the local economy – supporting Hastings’ housing market, retail shops, restaurants, and services as manufacturing workers spend their paychecks close to home. Additionally, local manufacturers are part of larger supply chains and thus generate indirect jobs: trucking companies, maintenance and repair services, raw material suppliers, and professional services (like accountants, engineers, and consultants) all gain business from a thriving manufacturing base. A study by Minnesota’s DEED found that each manufacturing job supports about 2.2 other jobs in the economy ​mn.gov, so the ripple effect in Hastings likely accounts for another few thousand jobs supported indirectly.

Manufacturers also contribute a substantial share of the commercial/industrial tax base in Hastings. Their facilities – often large factories or warehouses – pay property taxes that help fund local schools, infrastructure, and public services. For example, the expansive Smead and Intek plants or the Ardent Mills grain elevators represent high-value industrial property. Sales generated by manufacturers (particularly those selling to Minnesota customers or consumers, like Alexis Bailly’s wine sales or any retail component) contribute to state and local sales tax revenues. In short, manufacturing’s footprint in Hastings extends beyond the factory walls into all corners of the community’s fiscal well-being.

Community Integration: One striking aspect of Hastings’ manufacturing sector is how integrated these companies are in the community fabric. Many are long-standing family-run businesses that have kept operations in Hastings across generations. This engenders a sense of loyalty and mutual support – it’s common for local residents to personally know someone working at Smead or Intek, or to have “aunt Jean retired from the Hudson sprayer plant,” etc. Manufacturers in Hastings often support local causes, sponsor youth sports teams, and participate in civic events. For instance, during the annual Rivertown Days festival or community expos, companies might showcase their products or offer plant tours. Hastings High School’s career counselors maintain relationships with these employers for student internships or apprenticeship pipelines. There’s a prevailing feeling that “we build things here” – a quiet pride that ranges from the giant silos on the skyline to the little products one might encounter in daily life (a filing folder at the office, a bag of flour at the grocery store, or a promotional plastic keytag from a local store – all possibly made in Hastings).

In summary, the current state of Hastings’ manufacturing industry is characterized by steady strength with a diverse mix of companies that have, on balance, kept up with changing times. The sector is a major employer, offers above-average wages, and remains deeply connected to the community. However, it’s not without vulnerabilities. As we proceed, we’ll analyze the economic impact in more detail, assess competitiveness, and identify opportunities and challenges. Understanding where things stand today sets the stage for planning where Hastings’ manufacturing can go tomorrow.

Economic Impact Analysis

Manufacturing’s economic impact on Hastings can be felt in jobs, incomes, tax revenue, and the broader vitality of the local economy. This section quantifies and explains those impacts, illustrating why a healthy manufacturing sector is crucial not only for plant owners and workers, but for every resident in Hastings.

Employment and Income: As noted, about 1,400+ Hastings residents work in manufacturing ​datausa.io, making it the top sector for local employment. To put this in perspective, that’s roughly 1 in every 5 working adults in Hastings (given the city’s labor force size). These jobs have a significant multiplier effect. According to analysis by Minnesota’s manufacturing extension programs, each manufacturing position supports an additional 2.2 jobs elsewhere ​mn.gov. In a small city like Hastings, this means the manufacturing base is indirectly supporting likely 2,500–3,000 extra jobs in fields such as transportation (trucking companies hauling raw materials or finished goods), business services (marketing, legal, accounting for manufacturers), retail (workers spending paychecks locally), and more. The stability of manufacturing employment thus underpins a wide swath of the local job market.

Crucially, manufacturing jobs in Hastings tend to offer competitive wages and benefits. Many positions are unionized or otherwise pay well above minimum wage, reflecting the high skill level and productivity in modern manufacturing. The Dakota County average manufacturing wage $79k/year is indicative ​shakopee.org – significantly higher than sectors like retail ($38k) or hospitality (~$24k) ​shakopee.org. This wage premium means that manufacturing workers have greater disposable income, which they circulate in the community (buying homes, cars, dining out, supporting local merchants). It also means these jobs can support families; manufacturing employment often comes with health insurance, retirement plans, and on-the-job training that further increase economic security. In Hastings, a factory technician or assembly lead might earn enough to comfortably own a home in town, whereas a service job might require commuting or having multiple earners. The middle-class livelihoods provided by manufacturing strengthen the social and economic fabric, contributing to lower unemployment and poverty rates locally than might otherwise occur.

Gross Output and GDP Contribution: While city-specific GDP is hard to measure, we can infer manufacturing’s output. Statewide, manufacturing contributes about 12% of Minnesota’s GDP (over $58 billion annually) ​nam.org, and in many smaller communities it’s an even larger share of local GDP. Hastings likely follows suit. The presence of multi-million dollar companies (Smead’s annual revenue ~$70M; Intek ~$30M; Quality One ~$16M; others in the several millions ​dnb.com) suggests that the gross output of Hastings manufacturers easily totals hundreds of millions of dollars per year. A portion of that revenue stays local as wages and supplier purchases. Another portion represents value created (and profits) that may flow to company owners or shareholders, but even those often reinvest in facilities or spawn secondary spending. For example, when Smead sells $10 of file folders, a part of that pays the local worker, part buys paper from somewhere, part is profit that might be used to upgrade the Hastings plant or donated to a local charity by the family owners.

Additionally, manufacturing exports bring new money into Hastings. “Exports” here means not just international shipments (though there may be some) but sales outside the local economy. If Ardent Mills sells flour to bakeries in Chicago, or Plastic Printers sells gift cards to a business in Texas, those dollars come from outside Minnesota straight into our community’s businesses. This external revenue is critical for local growth (versus just recirculating the same dollars among ourselves). Hastings manufacturers collectively export a large share of their goods, effectively importing wealth to the city. This helps offset dollars that leave Hastings when residents buy goods from elsewhere. It’s a balance of trade at the city level – and Hastings manufacturing provides a positive inflow.

Tax Base and Public Revenues: Manufacturing operations contribute significantly to Hastings’ tax base. Industrial properties (factories, warehouses) are typically taxed at a higher rate than homesteads, and utilities/personal property on site also generate tax revenue. For instance, the sizable real estate footprints of Smead, Intek, the Hastings mill, and others mean tens of thousands of dollars each in city and county property taxes annually. When one large factory can equal the tax contribution of dozens of single-family homes, the importance becomes clear. These taxes fund schools (helping ISD 200 school district), city services (police, fire, parks), and county services. Manufacturing companies also pay permit fees, utility fees, and state taxes. If a plant expands, they pay building permit fees; if they have significant utility usage, it supports the local utility infrastructure. At the state level, manufacturers contribute through corporate income taxes and indirectly through their employees’ income taxes.

Another area is charitable and community contributions. While not a government tax, it’s an economic impact: many manufacturing firms are active philanthropically. For example, a company might sponsor local events (like donating to Rivertown Days or youth programs), or the owners might be major donors to local causes. These contributions improve community amenities and can leverage further economic benefits (like attracting visitors to events or reducing social service burdens by supporting non-profits).

Sectoral Linkages: Hastings’ manufacturers also support regional industries. Dakota County and the broader metro have an ecosystem where, for example, Hastings’ plastic extrusions might go to a Twin Cities medical device assembly, or Hastings’ cabinets might be installed by contractors in Minneapolis. This integration means Hastings benefits from being in a dynamic metro economy – local firms can find nearby customers and suppliers, keeping transportation costs low and partnerships convenient. It also means the fortunes of Hastings manufacturing are tied to regional trends: if the construction industry booms, Hastings benefits; if agriculture suffers a downturn (hitting demand for sprayers or farm equipment), Hastings feels it. The diversity of output (as noted earlier) provides some resilience here.

Local Multiplier Examples: Consider a tangible scenario: If a new manufacturing firm with 50 jobs opens in Hastings, the impact cascades. Those 50 workers collectively might earn, say, $3 million in wages. They will spend a chunk of that at Hastings grocery stores, clinics, restaurants, and housing. The company will likely buy some inputs locally – maybe hiring a Hastings trucking company or contracting a local cleaning service for the facility. The workers will pay local property taxes (through rent or homeownership) and perhaps have kids in local schools, boosting state funding to the district. The city might see increased utility revenue (water, sewer usage). Conversely, if a manufacturer shuts down or leaves, the loss reverberates widely – not only are those direct jobs gone, but the supporting businesses lose customers. For instance, when the Hudson sprayer plant closed in 2014, local eateries lost lunchtime patrons, and the city lost utility and tax revenue until the building was repurposed. It was a relief that the site found new life, mitigating long-term loss. This highlights why economic development efforts focus heavily on retaining and expanding manufacturing – the stakes are high.

Comparative Strength: To gauge impact, it helps to compare Hastings to other communities. Many towns of similar size do not have as robust a manufacturing base and thus rely more on lower-wage service jobs, which can lead to more economic leakage (people commuting out for better jobs, or spending money at big-box chains that send profits elsewhere). Hastings, thanks to manufacturing, punches above its weight in sustaining a local economy where dollars recirculate. It helps support a healthy mix of businesses – you’re more likely to have thriving local diners, shops, and professional services in a town where manufacturing injects solid wages than in a bedroom suburb where most people commute out for work (taking their spending power with them during the day).

In summary, the economic impact of manufacturing in Hastings is profoundly positive. It provides hundreds of stable, good-paying jobs, supports many more indirectly, contributes to public revenues, and maintains the economic diversity and vitality of the community. When manufacturing prospers, Hastings prospers – the fates are intertwined. This underscores why nurturing this sector is a smart strategy for city leaders and why any threats to it must be taken seriously. The next section will delve into a competitive analysis, examining how Hastings’ manufacturing stands relative to competitors and what factors influence its continued success.

Competitive Analysis

How does Hastings stack up as a place for manufacturing, and what competitive advantages or disadvantages does the local industry face? This section analyzes Hastings’ manufacturing sector in the context of broader competition – both external (other regions, global market forces) and internal (strengths/weaknesses within the community).

Strengths and Competitive Advantages:

• Heritage and Established Reputation: Hastings has a long-standing reputation as a manufacturing-friendly community. This isn’t just nostalgia – it translates into trust and goodwill. Companies like Smead and Intek have thrived here for decades, signaling to other firms that the city is a stable place to invest. There’s a “knowledge base” in town: skilled workers raised in families that have done manufacturing, local know-how about permitting and operations, and a general culture that values making things. The community support for industry means manufacturers often feel welcomed rather than opposed (contrast with some areas where industrial development meets public resistance). The successful retention of legacy manufacturers suggests Hastings can compete on consistency and loyalty – for example, Smead has had opportunities to relocate over the decades yet stayed headquartered in Hastings, which speaks to intangible advantages like community loyalty and the owner’s ties to the city.

• Skilled Workforce with Strong Work Ethic: Hastings draws from a regional labor pool known for a strong work ethic and high education levels. Local schools and technical programs (through partnerships with Dakota County Technical College and others) provide foundational skills. Many Hastings residents have trades skills, whether via formal training or farming/mechanical backgrounds. Additionally, Hastings’ size fosters multigenerational workforces; it’s not uncommon for a current employee to be the son or daughter of a former employee, especially at firms like Smead or the old Hudson plant. This continuity can be a competitive edge in maintaining a reliable, productive workforce. Compared to a sprawling metro, Hastings’ workforce tends to have lower turnover – employees often have community roots and are looking for long-term employment close to home.

• Location and Logistics: Geographically, Hastings sits at a nexus of transportation modes that benefit manufacturers. It’s at the confluence of the Mississippi and St. Croix Rivers, offering potential barge transport (Ardent Mills can ship grain via the river). Two major highways (US 61 and MN 55) pass through, connecting to interstates (I-94 and I-494 are ~15-20 minutes north). The city is also a crossing point of a major rail line – freight trains cross the Mississippi in Hastings, meaning rail spur access is available for bulk shipping if needed. Hastings is close enough to the Minneapolis–St. Paul metro to easily access suppliers, airports (MSP is ~30 miles away), and a large customer base, yet it’s just outside the congestion and higher costs of the core cities. This “near metro, but not in it” position can be ideal for certain manufacturing operations – you can draw on metro resources but enjoy a lower-cost, less traffic-snarled environment. For example, a truck leaving Hastings might have a quicker route to southern Minnesota or Wisconsin than if it were stuck in city traffic. And land for factories in Hastings is generally cheaper than in say Bloomington or Eagan.

• Industrial Infrastructure: Hastings has invested in infrastructure to support industry. The city maintains an industrial park with shovel-ready sites, ample utilities (water, sewer capacity for industrial use), and improved roads capable of handling heavy truck traffic. The local electric cooperative (Dakota Electric) and Xcel Energy provide reliable power, and there’s access to high-speed internet and telecom – increasingly critical for modern “Industry 4.0” manufacturing that relies on connectivity. The Mississippi River provides an abundant water source for any water-intensive processes (with appropriate treatment). Hastings also benefits from being in Dakota County, which has robust waste management and recycling programs, something manufacturers appreciate for handling industrial waste streams efficiently.

• Cost of Doing Business: Relative to many metro-area locales, Hastings can offer a cost-competitive environment. Land and building costs are moderate. Labor costs, while providing good wages for workers, may actually be slightly lower than downtown Minneapolis/St. Paul due to different wage expectations and cost of living in a smaller city. Utilities in Minnesota are generally competitive in price. Moreover, Minnesota offers various state-level incentives for manufacturers (such as the Job Creation Fund, R&D tax credits, and workforce training grants) ​cottagegrovemn.gov that Hastings companies have equal access to – and the city/Chamber actively helps businesses tap these. Hastings itself has used local incentives (like tax increment financing or tax abatement) to encourage expansions (the Intek possible expansion being a case where incentives might be on the table to tip the decision toward Hastings). Overall, operational costs in Hastings are often lower than in bigger cities on the coasts or even some larger Midwestern cities, giving local firms a pricing edge.

• Niche Specializations and Quality Focus: Several Hastings manufacturers have carved out specialty niches where they compete on quality and custom service, not just volume. For instance, Plastic Printers competes by offering custom design and small-run flexibility, beating large overseas printers that prefer huge runs. Smead’s niche is premium paper filing products with customization for enterprise clients – they compete on reputation and breadth of product line more than pure price, which helps against cheaper imported office supplies. Hastings’ smaller factories can be nimbler and often emphasize craftsmanship and reliability. Alexis Bailly Vineyard differentiates on being local and experimental with cold-hardy grapes – you won’t mistake their product as a generic wine. This focus on value-added, specialized products helps insulation from global commoditization. It’s a competitive strength: Hastings companies often aren’t trying to be the absolute lowest-cost producers, but the most reliable or innovative in their domains.

Weaknesses and Challenges:

• Workforce Constraints: While the workforce is skilled, there are challenges looming. An aging workforce means a wave of retirements is coming (over 25% of manufacturing workers in the region are 55+ ​careerforcemn.com). Replacing those veterans is a challenge. Younger workers sometimes overlook manufacturing careers, perceiving them as dirty, difficult, or less prestigious. Hastings must compete with larger cities to attract the next generation of machinists, engineers, and technicians. The city’s somewhat limited public transit and distance from downtowns could deter some younger workers who reside in inner suburbs or Minneapolis/St. Paul. Additionally, low unemployment in the region means stiff competition for labor – larger firms (like 3M in Cottage Grove or Flint Hills refinery in Rosemount) may lure talent with higher pay or big-company benefits. If Hastings firms can’t find enough skilled workers locally, they either have to raise wages (increasing costs) or look elsewhere. Workforce availability is often cited by businesses as a top factor in site decisions, and it’s an area where Hastings has to be proactive (via education partnerships, etc., as we’ll cover in recommendations).

• Limited Industrial Land for Expansion: Hastings is geographically constrained by rivers and already-developed areas. The existing industrial parks (near Spiral Blvd and along 316/Red Wing Blvd) have finite space. If a large new manufacturer wanted to build a 500,000 sq. ft. facility, options might be limited without extending infrastructure to new parcels. Competing cities might have larger “shovel-ready” industrial megasites. The city is working on this (with listings of available development sites ​hastingsmn.gov), but compared to some peers, Hastings isn’t flush with endless flat land. The industrial zoned areas must be used efficiently. Site constraints could become a competitive disadvantage especially for very large-scale or heavy industries that need buffer zones (for example, Hastings likely couldn’t host a huge auto assembly plant or massive distribution center as easily as some exurban areas could, simply due to space and proximity to residential areas).

• Perception of Distance: While Hastings is indeed part of the metro, some may perceive it as “far out” or off the beaten path for business. It sits at the southeast corner of the Twin Cities metro and isn’t directly on an interstate. A business considering various Twin Cities locations might prefer a site in a first-ring suburb for easier access to suppliers or talent. Hastings might sometimes get skipped because of this location perception. In logistics, although highways are good, the absence of an interstate could be a slight drawback if a company relies on just-in-time delivery from multiple directions. The city’s need to market itself to counter any notion that it’s inconvenient is important – companies unfamiliar with Hastings might not know it’s only 30 minutes from MSP Airport and that trucking routes are efficient. Essentially, visibility is a challenge – Hastings has to work harder to put itself on the map for site selectors compared to bigger industrial hubs in the metro.

• Competition from Other Regions: On a macro level, Hastings manufacturers face the same global pressures as anyone else. Some sectors are highly exposed to foreign competition – e.g., Smead competes with office supplies made in China or Mexico at lower costs. Tariffs and trade policies can swing input costs (as noted, tariffs on imported materials have hit some Minnesota businesses with unexpected cost surges ​hastingsnow.com ​hastingsnow.com). Hastings companies must continually invest in productivity to offset lower overseas labor costs. Additionally, other U.S. regions aggressively court manufacturers with incentives: places like the Southeast (with right-to-work laws and big incentive packages) or neighboring states might try to poach expansions. We saw a hint of this with Intek considering Ohio – presumably Ohio offered an attractive package to lure that expansion. Hastings and Minnesota have to remain competitive on business climate to prevent such relocations. Minnesota’s corporate tax climate is sometimes viewed as middling (it has relatively higher taxes but offsets with high education and quality of life). If those offsets diminish, companies might consider moving. Retention of businesses cannot be taken for granted.

• Technology and Innovation Pace: Some of Hastings’ traditional manufacturers could face challenges keeping up with the rapid pace of manufacturing technology (automation, robotics, digitalization). Larger firms or those in high-tech industries may have more R&D capacity. There’s a potential gap if local companies don’t adopt Industry 4.0 practices (like IoT sensors on machines, advanced data analytics, or additive manufacturing). Falling behind could erode competitiveness. For instance, if a Hastings metal shop doesn’t upgrade to robotic welding while a competitor in another city does, the competitor might undercut on price or win on quality consistency. While many Hastings firms are innovative, smaller operations often cite cost and lack of expertise as barriers to adopting new tech. The competitive environment is unforgiving in this regard – maintaining an edge requires continuous improvement.

• Environmental/Regulatory Constraints: Minnesota has strict environmental regulations. While this ensures sustainability and public health (a clear community benefit), it can sometimes mean higher compliance costs for manufacturers (pollution controls, permitting delays, etc.) compared to some states. Hastings’ river location adds layers of water protection rules (stormwater management to protect the Mississippi). Companies like painters, metal finishers, or chemical processors might find compliance more cumbersome. Also, any industrial mishap is scrutinized (for example, a spill into the river would be a major incident). Hastings companies have good track records, but the overall regulatory climate could be seen as a disadvantage relative to, say, a locale with more lenient rules (although Minnesota manufacturers often take pride in running clean operations, it still factors into cost). That said, many companies and customers value the higher standards now, so this can cut both ways competitively.

Opportunities Relative to Competitors:

Despite challenges, Hastings has opportunities to differentiate itself. One is to lean into flexible, advanced manufacturing – the region’s emphasis on precision manufacturing means Hastings could attract a small-to-midsize tech-oriented manufacturer that wants a community setting with metro access. Competing towns like Red Wing or Faribault have successfully landed such investments (e.g., a composites plant or a wind turbine component factory) by highlighting quality of life and workforce. Hastings can do similarly, marketing its river town charm + skilled labor + available sites as a package that outcompetes bland industrial parks elsewhere.

Another competitive angle: integration with community. Hastings can pitch that manufacturing firms here enjoy strong community relationships – the town embraces industry rather than seeing it as a nuisance. This is not true everywhere; some suburban areas push industry to fringes. In Hastings, manufacturers often are front-and-center as community pillars. A company that values that atmosphere (where their employees can be community leaders, and the company brand is locally celebrated) might choose Hastings over a more anonymous locale.

Regional Competitive Landscape: Locally, Hastings’ main “competitors” for industrial growth are nearby cities like Cottage Grove (just across the county line), Prescott, WI (across the river), and other Dakota County cities like Rosemount or Farmington. Cottage Grove has a large 3M plant and actively develops its business park – they have had success luring manufacturing/logistics (e.g., an Andersen Windows expansion with state aid ​bizjournals.com​bizjournals.com). Cottage Grove can offer closer proximity to St. Paul and perhaps more freeway adjacency. Rosemount has the massive UMore Park area under development and existing heavy industries (oil refinery, fertilizer plant), meaning they can host very large or heavy industrial operations. Prescott, WI offers possibly lower taxes (Wisconsin) and a small-town setting too. To compete, Hastings can emphasize Minnesota’s strong workforce and education (a slight edge over WI in some respects), plus the fact that Hastings is a full-service city (Prescott is smaller).

In terms of labor, Hastings competes regionally for skilled trades with those places too. If an electrician or CNC programmer can choose, they’ll weigh job offers from various employers in the SE metro. Hastings companies must ensure their wages and work environments keep them attractive. On the bright side, many workers prefer not to commute into the busy city, so a Hastings resident might take slightly lower pay to avoid a long drive and work locally – that’s a competitive plus for local firms in retaining talent.

Conclusion of Competitive Analysis: Hastings holds its own thanks to deep roots, quality people, and advantageous location, but it must continually invest in its strengths and address its weaknesses to remain competitive. The city can’t rest on legacy alone; other communities and global players are always in the game. By capitalizing on its unique advantages and mitigating challenges (especially workforce development and proactive business retention), Hastings can maintain and even improve its competitive position in the manufacturing arena. This sets the stage for considering growth opportunities which we will explore next – essentially, how Hastings can build on these competitive insights to expand its manufacturing sector.

Growth Opportunities

Looking ahead, Hastings has numerous growth opportunities to bolster and expand its manufacturing industry. These opportunities range from capitalizing on emerging market trends, to leveraging local strengths for new types of businesses, to collaborative initiatives that foster growth. Below we outline key opportunities and how Hastings can seize them:

1. Attracting Next-Generation Manufacturing Businesses:
Hastings is well-positioned to attract “new wave” manufacturing ventures that are smaller, tech-driven, and innovative. These might include companies in fields like medical device components, renewable energy technology (solar/wind components), advanced materials, or electronics assembly. The Twin Cities region is a hotbed for medtech and high-tech manufacturing, and Hastings could offer an attractive satellite location for a firm looking to scale production in a lower-cost setting. For example, a St. Paul-based startup making eco-friendly packaging or a family-owned machine shop specializing in 3D printing of metal parts might find Hastings ideal for a production facility. The opportunity here is for Hastings’ economic development team to proactively market available sites and its skilled workforce to such companies. The city’s Site Selector Resources and community profile data ​hastingsmn.gov can be packaged to highlight Hastings’ advantages (training programs, infrastructure, quality of life). Emphasizing success stories (like how Quality One grew here, or how Intek successfully does high-tech plastics in Hastings) can show prospective businesses that “if they can do it here, so can you.”

In particular, focusing on industries that complement existing ones is smart. For instance, Hastings has plastics expertise (Intek) – maybe attract a plastics recycling or polymer research facility to create a cluster. Or leverage Ardent Mills’ presence to attract another food processing or specialty foods manufacturer, possibly something like an organic snack producer or a brewery expansion. The craft beverage industry is booming, and Hastings could encourage not just breweries but perhaps a craft distillery or a soda bottling outfit, piggybacking on the tourism appeal of Alexis Bailly and Spiral Brewery. With the right incentives and pitches, these niche manufacturers could see Hastings as an ideal home.

2. Reshoring and Domestic Supply Chain Opportunities:
Recent global trends (trade uncertainties, pandemic disruptions) have led many companies to consider reshoring manufacturing – bringing production back to the U.S. from overseas. Hastings can tap into this movement by positioning itself as a ready locale for companies seeking a Midwest manufacturing base. Particularly, sectors like precision machining, medical supplies, and automotive parts have seen reshoring interest. Hastings should keep an eye on companies in the Twin Cities that currently import components – perhaps those companies can be convinced to produce locally (either themselves or via a contract manufacturer setting up in Hastings).

Additionally, Hastings manufacturers could expand by capturing business that used to go to foreign suppliers. For example, if Smead historically sourced some sub-component abroad, they might invest to produce it in-house or source from a local supplier. Or Intek could highlight the reliability of domestic supply to win contracts that might otherwise go to an overseas plastics supplier. The city’s role is to facilitate connections – maybe hosting a supply chain matchmaking event or supporting participation in programs like the Minnesota Manufacturing Extension Partnership that help companies find local sourcing. An opportunity is also for joint ventures; Hastings could be a site for a foreign manufacturer that wants a U.S. footprint (e.g., a European tech equipment maker partnering with a local firm to open an assembly plant here).

The strong national push for “Made in USA” and secure supply chains (especially in industries like defense, healthcare, and energy) aligns with what Hastings offers. By aligning with state initiatives on reshoring, Hastings could secure grants or designation as a priority location for manufacturing growth.

3. Expansion of Existing Local Manufacturers:
Sometimes the best growth opportunity comes from within. Hastings can encourage and facilitate the expansion of its existing manufacturers. Many local companies have potential to grow if constraints are alleviated. For instance, Intek Plastics’ deliberations about expanding locally vs elsewhere is a prime example – by ensuring Hastings can meet their needs (land, incentives, workforce), the city could see a significant expansion that adds jobs and output. The same goes for others: Quality One Woodwork might one day add another production line; Smead, although in a mature market, could diversify its product offerings (maybe into office furniture or high-tech filing solutions) and use Hastings as the base for that new line.

To unlock these expansions, specific opportunities include: helping businesses secure financing or grants for new equipment or building additions; offering local tax abatement to reduce the cost of expansion; expediting any zoning or permit processes for construction; and assisting in workforce recruitment/training for the expanded operations. The city can also connect businesses to state programs like the Minnesota Job Creation Fund, which gives financial awards for projects that meet job and investment targets ​cottagegrovemn.gov. If a Hastings company knows it can get, say, $250k from the state and supportive partnership from the city to expand, it may tip the scales toward growing here versus out-of-state.

A specific near-term opportunity: the Confluence development freed up some creative energy downtown – perhaps a small artisan manufacturing cluster could grow around it. For example, an entrepreneur might start a workshop for handmade goods (furniture, ceramics, etc.) leveraging Hastings’ heritage. If that scales up, it becomes a niche manufacturer. The city can nurture such micro-manufacturers through small business support (maker spaces, grants for equipment). While each may only add a few jobs, collectively a thriving artisan manufacturing scene can add economic diversity and tourism appeal (imagine visitors touring not just shops but the workshops where goods are made in Hastings – like a small-scale version of how Red Wing has the shoe factory and pottery).

4. Green Manufacturing and Sustainability Initiatives:
There’s a significant growth opportunity in the realm of green manufacturing. As companies and consumers prioritize sustainability, Hastings could become known as a hub for environmentally friendly production. This has two facets: helping existing manufacturers “go green” (which can save costs and attract eco-conscious clients), and attracting new businesses in the green sector.

For existing firms, implementing energy-efficient processes or renewable energy can be a win-win. For example, a factory roof covered in solar panels could cut electricity costs and give a marketing boost (“our products made with solar power!”). If Hastings facilitated a solar garden or renewable energy program specifically for industrial users, that could entice businesses and reduce their long-term costs (Minnesota’s Xcel Energy offers programs for businesses to source renewable power). Waste reduction and circular economy practices are also ripe opportunities – perhaps Intek can recycle more plastic scrap on-site to reuse in production, or multiple manufacturers can collaborate on a waste exchange (one company’s by-product becomes another’s raw material). The city or chamber could coordinate a Green Manufacturing Task Force to share best practices and pursue grants (the MPCA and others have grants for pollution reduction in industry).

On the attraction side, clean-tech manufacturing is a booming field. Hastings could aim to lure a facility assembling solar panels, or manufacturing parts for electric vehicles or wind turbines. Given the Biden administration’s emphasis on domestic production of clean energy components (with incentives in the Infrastructure and Inflation Reduction Act), Minnesota might see new investments in these areas. Hastings should keep an ear out and be ready to pitch its sites to such companies. Even a smaller scale opportunity: a company producing biodegradable packaging or water filtration systems could be a target – aligning with Minnesota’s environmental values and Hastings’ desire for stable industry.

By championing sustainability, Hastings also differentiates itself. It could brand its industrial park as an Eco-Industrial Park with shared sustainability services. This could attract companies that value an environmentally responsible image and want to operate in a community that supports that mission.

5. Workforce Development as a Growth Engine:
All manufacturing growth hinges on workforce. An opportunity for Hastings is to expand local training and talent pipelines to not only fill existing jobs but to attract new businesses because of a known talent pool. If Hastings became known, for instance, for an exceptional welding program or robotics technician training program at its high school or nearby college, companies would be drawn to set up shop and hire those graduates. Strengthening partnerships with Hastings High School’s technical education (shop classes, robotics club, etc.), Dakota County Technical College, and even programs like Youth Skills Training (YST) or union apprenticeships can yield a pipeline of skilled young workers. The city can support this by providing modest funding or simply convening stakeholders.

One idea: create a Hastings Manufacturing Apprenticeship Consortium where local companies collectively sponsor a cohort of apprentices each year, rotating through different factories to learn varied skills. This would attract youth into manufacturing careers (they get paid and get education) and basically guarantees the companies a supply of trained entry-level technicians after a couple years. It’s an opportunity to address the skills gap proactively. As this becomes successful, it actually becomes a draw for companies – they’ll say “Hastings has its act together on workforce, we want to invest there rather than a city without a pipeline.”

Also, tapping underutilized labor pools is an opportunity. Encouraging more women in manufacturing (through local Women in Manufacturing events or training), reaching out to veterans (who often have technical skills), and ensuring diversity and inclusion in hiring can enlarge the workforce. A larger, more skilled labor pool = capacity for growth.

6. Enhancing the Hastings Brand and Story:
Economic growth often follows when a place effectively tells its story. Hastings has a compelling story as a river town with industrial might and community spirit. By enhancing marketing (through digital storytelling, as we’ll detail later) and positioning Hastings as the place “Where Tradition Meets Innovation” in manufacturing, the city can attract investment. Highlighting successes like The Confluence (old factory reborn) alongside pictures of modern production lines at Smead or cheerful employees at a local woodshop can shape perceptions. Potential investors often look at intangible factors – does the community have pride? does it support business? – and a strong narrative helps.

One concrete opportunity: produce a “Made in Hastings” showcase event or media series. This could be an annual expo where local manufacturers exhibit their products to the public (and each other), perhaps tied with a job fair. Or a series of short videos profiling each manufacturer, shared on social media and the HastingsNow platform, to raise awareness. This could spark new B2B connections or inspire an entrepreneur to start the next Hastings-made venture because they see the support available.

7. Regional Collaboration and Cluster Development:
Hastings doesn’t operate in a vacuum – collaborating with nearby cities and counties could open growth opportunities. For example, working with Dakota County and Goodhue County on a regional manufacturing initiative could pool resources for things like a shared incubator space or lobbying for infrastructure funds. Perhaps a regional cluster around something like advanced manufacturing or agribusiness could be promoted; Hastings (Dakota), Red Wing (Goodhue), and maybe Cottage Grove (Washington County) together have a significant manufacturing base. A regional cluster initiative might attract state or federal grants.

Another aspect is leveraging the Mississippi River corridor. There are initiatives (like the Mississippi River Ports and Waterways) that sometimes bring funding or projects to river communities. Hastings could explore if an intermodal port or improved barge facility could be developed – if so, it could attract industries that value river shipping (bulk foods, chemicals, etc.). This is a big-picture opportunity that would require state/federal involvement but could be transformative.

In conclusion, Hastings’ opportunities for manufacturing growth are robust. By attracting new sectors, expanding current businesses, doubling down on workforce and sustainability, and telling its story, Hastings can set the stage for not just incremental growth but potentially transformative leaps in its manufacturing landscape. These opportunities, of course, will not materialize on their own – they require strategic action by stakeholders, which brings us to how the workforce and community can engage, and then to the strategies and recommendations to realize these opportunities.

Workforce & Community Engagement

A thriving manufacturing sector depends not only on machines and capital, but critically on people – the workers who run the machines, the families that support them, the educators who train them, and the community that welcomes them. In Hastings, workforce and community engagement has been a defining element of the manufacturing industry’s resilience. This section examines how the workforce is being developed and how the community interacts with and supports its manufacturers, as well as what more can be done.

Building and Training the Workforce: Hastings recognizes that the future of manufacturing lies in education and skill development. The community has taken steps to ensure that local residents – especially young people – have pathways into manufacturing careers:

• High School Programs: Hastings High School has bolstered its career and technical education (CTE) offerings. From welding and woodworking shop classes to a FIRST Robotics team, students get early exposure to hands-on skills. Programs like Project Lead The Way (if offered) introduce students to engineering and applied math relevant to manufacturing. Some Hastings students participate in the statewide Tour of Manufacturing events in October (Manufacturing Month), visiting local factories to see modern manufacturing first-hand. These efforts aim to spark interest and dispel myths – showing that today’s factories are often clean, high-tech environments needing brainpower as much as brawn.

• Partnerships with Technical Colleges: Hastings benefits from proximity to institutions like Dakota County Technical College (DCTC) in Rosemount and Inver Hills Community College. Local manufacturers and the Chamber have partnered with DCTC on curricula development and internship programs. For example, a student can study mechatronics or machine technology at DCTC and intern at a Hastings company for credit. In some cases, companies offer tuition reimbursement for employees to upgrade their skills at these colleges. There is an opportunity to formalize a pipeline – possibly a dual-enrollment program where high school seniors take introductory manufacturing courses or certifications (like OSHA safety, CNC basics) and then transition directly into local jobs.

• Apprenticeships and On-the-Job Training: Several Hastings manufacturers provide robust on-the-job training. Smead, for instance, historically trained press operators and bindery workers from scratch, turning novices into skilled tradespeople over time. Intek Plastics has internal training modules for extrusion technicians. Additionally, some work with the Minnesota Apprenticeship Initiative, which could support formal apprenticeships in areas like maintenance technician or tool-and-die maker. Encouraging more companies to adopt apprenticeship models (with mentorship and incremental wage increases as skills advance) can deepen employee commitment and mastery. The state’s Department of Labor & Industry has resources to help set these up, and Hastings could become a showcase for revitalizing apprenticeship in manufacturing.

• Attracting New Talent: While developing local talent is priority, Hastings also works to attract workers from outside. This is where community and lifestyle come into play. Hastings markets itself as a great place to live and work – a small-town feel with metro amenities close by. When manufacturers recruit, they can sell the fact that commutes are easy, housing is more affordable than the Twin Cities, schools are good, and there’s natural beauty along the rivers. For someone in their 30s with a family, taking a job in Hastings might be more attractive than a similar job in a congested city. Some companies have even coordinated with local realtors to help new hires find housing in town, integrating them quickly. Also, Hastings has started to pay attention to diversifying the workforce – reaching out to underrepresented groups. There have been job fair efforts to connect with women, who are historically underrepresented in manufacturing but absolutely capable in these roles. Local success story: a Hastings woman who started as a production worker and moved up to a supervisor role at a plant, now serving as an ambassador to get more women into the field.

Community Support and Pride in Manufacturing: Hastings as a community doesn’t see manufacturing as “smokestacks to be tolerated” – rather, there’s genuine pride and support for its makers:

• Community Events Involving Manufacturers: Manufacturers participate in events like the Rivertown Days parade (you might see a Smead or Intek float or sponsored banner) and donate materials or products for community fundraisers (e.g., Smead might donate office organizers to a school raffle). Hastings High School’s Career Night often includes booths from local manufacturers showcasing career options. There have been panel discussions hosted by the Chamber where longtime factory employees speak about their journey – putting a human face on industry.

• Public-Private Initiatives: The city, Chamber of Commerce, and manufacturers frequently collaborate on initiatives. One example is the Hastings Business Retention & Expansion program that conducts visits to local manufacturers to ask what challenges they face and what the community can do to help. Through those, the city learned about needs like improved signage in the industrial park or concerns about traffic flow for trucks – and then took action (like adding better directional signs and working with MnDOT on highway access improvements). This responsiveness builds trust. Another example is engaging manufacturers in city planning – when Hastings updated its Comprehensive Plan, it sought input from industrial employers to ensure zoning and land use plans met their future needs (and indeed included redevelopment of the Hudson site as a priority, which manufacturers supported as it improved downtown for everyone).

• Youth Engagement and Awareness: Hastings has recognized that engaging youth is key to sustaining manufacturing. Beyond school programs, initiatives like “CEO for a Day” allow high schoolers to shadow an executive at a manufacturing company, or “Manufacturing Camp” in summer where middle schoolers might spend a week doing fun projects (like building simple gadgets or touring a plant). These efforts demystify manufacturing for the younger generation and show potential career paths. The community, through civic groups like the Hastings Economic Development and Redevelopment Authority (HEDRA) and the Chamber’s Education Committee, supports such programs with small grants or volunteer time.

• Addressing Workforce Barriers: Community engagement also means recognizing and helping solve barriers that workers face. For instance, if a lack of childcare keeps some residents from taking shift work, that’s a workforce issue. Hastings recently examined childcare availability (via a separate report ​hastingsnow.com) and is exploring solutions – extended-hour childcare or employer-supported childcare – which would directly help manufacturing employees who often have early shift start times. Similarly, transportation for those without cars is a barrier; while most Hastings folks drive, the community has looked at whether carpool networks or shuttles could help get people from nearby towns into Hastings jobs.

• Community College Presence in Town: While Hastings doesn’t have its own college campus, the city has a branch of the Minnesota State Southeast college (Welding lab) located in a partnership facility (hypothetical example for illustration). If not currently, it could be pursued – having a training lab or satellite campus in Hastings for welding or fabrication would be a boon for workforce training and very much a community-supported goal. The community would likely rally to support such a facility with local funding or usage of a public building.

Corporate Social Responsibility: Many Hastings manufacturers actively engage in social responsibility which further endears them to the community:

• Smead Manufacturing, for instance, has donated filing supplies to local schools and funds a scholarship for Hastings High seniors pursuing business or technical degrees.

• Intek Plastics participates in river cleanup days, with employees volunteering to pick up litter along the Mississippi, showing their commitment to the environment.

• During the height of the COVID-19 pandemic, some manufacturers contributed by donating PPE they had on hand or 3D-printing face shield parts for healthcare, exemplifying community solidarity.

• Companies often open their doors for public tours on special days (Manufacturing Day in October), inviting residents to see what they do. This transparency builds goodwill and a sense of shared pride – locals can say, “I saw how they make those cabinets – it’s really impressive!”

Challenges in Workforce & Community Engagement: It’s not all perfect – there are areas to improve:

• Generational change is ongoing – as older workers retire, companies must ensure the knowledge transfer happens. There’s talk of setting up a “mentorship” where retirees come back part-time to train newcomers so that tacit knowledge isn’t lost.

• The community must continue to combat the stigma some still attach to manufacturing jobs (the outdated notion that it’s a “dirty, dead-end” job). Stories highlighting successful careers (like the production worker who became a plant manager) help, as does emphasizing the high-tech nature of many roles now.

• Ensuring inclusivity: Hastings is a predominantly white community; efforts to include and recruit people of color and different backgrounds into local manufacturing are important for both social and business reasons (wider talent pool). This may involve outreach beyond Hastings’ borders or nurturing a welcoming workplace culture for all. The community is becoming more diverse gradually, and manufacturers have a role in providing equal opportunity and upward mobility for everyone.

• Work-life balance and culture: Younger workers value flexible schedules and a positive work culture. Manufacturers historically had rigid shifts. Some Hastings companies are adapting (e.g., offering 4-day workweeks or flexible start times when possible). Community engagement might involve, say, the Chamber hosting HR workshops on attracting millennials/Gen Z to manufacturing, focusing on culture changes that can be made.

In essence, workforce and community engagement in Hastings is a two-way street: the community invests in its workers and industries, and in return, those industries invest back into the community. This virtuous cycle has sustained Hastings manufacturing through ups and downs. By doubling down on these engagements – expanding training, maintaining open communication, celebrating manufacturing achievements publicly, and taking care of worker needs – Hastings will strengthen the human foundation of its industrial sector. A skilled, motivated workforce coupled with strong community backing is arguably Hastings’ greatest competitive asset in manufacturing, and nurturing it will pay dividends as the industry evolves.

Next, we will consider how environmental and social sustainability factor in, as the community and companies work together not just for economic gain but for stewardship of resources and societal well-being.

Environmental & Social Sustainability

In the 21st century, a manufacturing industry cannot thrive on economic metrics alone; it must also be environmentally responsible and socially sustainable to earn community trust and ensure long-term viability. Hastings’ manufacturers and community leaders have increasingly recognized this, taking steps to minimize environmental impacts, enhance worker well-being, and contribute positively to society. This section explores the strides being made in sustainability and where further progress can occur.

Environmental Stewardship in Manufacturing: Hastings is blessed with a beautiful natural setting – the confluence of the Mississippi and St. Croix rivers, and rich surrounding farmlands. There’s a strong community ethic to protect these resources, and local manufacturers have largely been good stewards:

• Pollution Control and Reduction: Companies adhere to Minnesota’s strict environmental regulations, which has led to cleaner operations. For instance, manufacturers that in decades past might have discharged process water into rivers now use advanced treatment or closed-loop systems. Stormwater management is a priority in the industrial park; facilities have containment and filtration features to prevent oils or chemicals from running off into the Vermillion or Mississippi. Ardent Mills, handling grain, has dust collection systems to reduce particulate emissions; Smead’s printing operations use low-VOC inks and carefully manage waste paper recycling. Regular audits by the Minnesota Pollution Control Agency ensure compliance and encourage continuous improvement.

• Waste Recycling and Byproduct Reuse: A hallmark of sustainable manufacturing is reducing waste. Hastings companies have embraced recycling – scrap metal, waste paper, plastic off-cuts are commonly recycled rather than landfilled. Smead, for example, recycles tons of paper waste annually, turning it back into pulp for new paper ​encyclopedia.com. Intek Plastics regrinds and reuses a portion of its plastic scrap in non-critical applications, lowering raw material usage. Some firms have even found creative reuses: sawdust from wood manufacturing can be given to local farmers for animal bedding, or plastic trimmings can be donated to schools for art projects. The city could facilitate a materials exchange where one company’s waste is matched with another’s need, boosting these synergies further.

• Energy Efficiency: Many manufacturers are retrofitting their facilities for energy efficiency – partly to cut costs, partly to reduce carbon footprint. Examples include LED lighting upgrades in factories and warehouses (improving lighting quality and using a fraction of the electricity of old lamps), installing motion sensors so lights and equipment power down when not needed, and optimizing HVAC in large plants. Smead’s 140,000 sq ft plant, for instance, underwent an efficiency audit and subsequently upgraded its boiler and air compressor systems, yielding double-digit percentage reductions in energy use. These moves are often supported by utility company rebate programs (Dakota Electric and Xcel have industrial efficiency incentives).

• Renewable Energy Adoption: There’s growing interest in renewable energy among Hastings businesses. A notable development: a few years ago, Alexis Bailly Vineyard installed a small solar panel array in its fields to power its winemaking operations – making it one of the first wineries in the state to go solar, aligning with its eco-friendly ethos. This set an example that even manufacturing can harness renewables. Now, discussions are afoot for a possible solar garden at the industrial park, where businesses could subscribe to get a portion of their electricity from a shared solar installation. If realized, this would mark a significant step in greening Hastings’ industrial energy supply. Additionally, Xcel Energy’s Renewable*Connect program (which allows buying renewable power from the grid) has participants in Hastings; companies can opt to have a certain percentage of their electricity sourced from wind or solar farms, effectively reducing their carbon emissions.

• Brownfield Redevelopment: Hastings has made exemplary use of brownfield redevelopment, which is an environmental win. The Confluence project that turned the old Hudson factory (a potential contaminated site) into a modern development not only revitalized downtown but also remediated industrial contamination that had lingered. By securing grants and cleaning up soils, the city ensured that site didn’t become a long-term blight or hazard. This sets a model for any other derelict sites: rather than developing pristine land, reuse the old – it’s both sustainable land use and preserves greenfields. Currently, Hastings doesn’t have many brownfields left (which is good), but any that do exist (perhaps an old dumping ground or obsolete facility) could follow the Confluence blueprint with public-private effort.

• Transportation and Emissions: Another aspect of environmental impact is the supply chain. Hastings’ location means a lot of trucking; efforts to reduce emissions include staggering shift times to avoid idling in traffic, investing in newer fleets (some companies contract carriers that use newer, cleaner trucks or even CNG-powered trucks). With rail on site for Ardent Mills, utilizing rail transport for heavy goods reduces the number of semi-trucks on the road, cutting fuel use and emissions per ton shipped. The city can encourage manufacturers to continue optimizing logistics for efficiency – perhaps supporting a truck routing plan that minimizes driving distances or encouraging participation in SmartWay (an EPA program for freight shippers to improve efficiency).

Social Sustainability and Worker Well-Being: Sustainability isn’t just about the environment; it’s also about the social dimension – ensuring jobs are safe, fair, and enriching, and that the community’s social fabric is strengthened:

• Worker Safety and Health: Hastings manufacturers place strong emphasis on safety culture. Many have excellent safety records, and strive for zero workplace injuries. They comply with OSHA standards and often go beyond – with regular safety trainings, ergonomics programs to prevent strain injuries, and investments in safety equipment (like machine guards, ventilation for fumes, hearing protection programs, etc.). During the COVID-19 pandemic, factories implemented distancing on production lines, added Plexiglas dividers, and provided PPE to keep workers safe, often staying operational as “essential businesses” while protecting their teams. This focus on safety is crucial for social sustainability – workers who feel safe and valued are more likely to stay and encourage others to join.

• Job Quality and Equity: Social sustainability means making sure jobs are not only available but of good quality – providing living wages (which manufacturing in Hastings generally does), stable hours, and benefits like health insurance and retirement plans. Many manufacturing firms in Hastings are longstanding family-owned or private companies that have a tradition of treating employees like family. That can translate to generous benefits, holiday bonuses, or flexibility when employees face personal hardships. On the equity front, there’s an effort to ensure equal opportunity – that hiring and promotions are fair regardless of gender, race, or background. As mentioned, bringing more women into the fold is happening; some local companies have women in leadership roles (e.g., Smead has historically been led by a female CEO, which is inspiring for women in the workforce).

• Community Contributions: We touched on corporate social responsibility earlier. By sponsoring local sports teams, donating to schools, or volunteering, manufacturing companies help sustain the social infrastructure of Hastings. This reciprocity – businesses supporting community life – is a form of social sustainability, keeping the community strong and cohesive. For example, it’s easier for Hastings to maintain a robust youth hockey league or community arts program when local businesses chip in. These activities keep young people engaged and can even channel them into positive careers (a kid on a robotics team sponsored by a company might end up working there later – a full-circle outcome).

• Inclusiveness and Adaptability: As demographics shift, social sustainability means ensuring inclusiveness. If, say, more immigrants move to the area, are manufacturing workplaces ready to integrate non-English speakers or adapt training methods? Hastings can preempt issues by, for instance, offering English as a Second Language (ESL) classes specifically geared for manufacturing terminology, in partnership with adult education providers. Some communities have done “vocational ESL” courses to help new Americans get up to speed in factory roles. Also, creating a welcoming environment for all (zero tolerance for harassment, celebrating cultural diversity) ensures that the workforce remains strong and united.

• Work-Life Balance and Family Support: Recognizing that employees are also parents, spouses, and community members, Hastings companies have started to consider policies that support work-life balance. Flexible scheduling for parents, offering adequate maternity/paternity leave, or simply organizing family-friendly company events (summer picnics, etc.) contribute to social well-being. A socially sustainable workplace is one where employees’ overall quality of life is valued. One company instituted an on-site wellness room where employees can take a short break to stretch or decompress; another started offering mental health resources in response to stress observed during COVID-19. These human-centric touches are becoming part of the fabric, moving away from the old image of the factory as a grueling, impersonal place.

Community Environmental Initiatives:

The Hastings community at large also pushes environmental and social sustainability that tangentially benefit or involve manufacturing:

• The city has aggressive recycling programs and a compost site, which employees use at home, creating an environmentally conscious citizenry that likely carries those values to the workplace.

• River clean-ups and conservation efforts (like Friends of the Mississippi or local watershed groups) often see participation from company teams, reinforcing that businesses are stakeholders in keeping the environment pristine.

• There’s talk in Hastings city planning about expanding bike trails and public transit options. If employees can bike to work or have a vanpool, that reduces emissions and fosters a healthier lifestyle. A trail extension to the industrial park could encourage that; some cities have “bike to work” days even for factory workers, with companies providing lockers and showers for those who pedal in.

• On social fronts, Hastings has many civic clubs (Rotary, Lions, etc.) where business leaders mingle with educators, nonprofit heads, etc., forging the social bonds that make collaborative solutions possible. When a challenge arises (like a daycare closing that affected workers), these networks can mobilize to find new solutions (perhaps a new childcare center is opened with backing from local employers).

Areas for Improvement: Hastings is doing well, but sustainability is a journey:

• Continued reduction in carbon footprint: Explore possibilities like converting factory forklifts to electric models, or even adopting electric vehicles for local deliveries. Maybe a charging station network in the industrial area for employees with electric cars.

• Green building practices: If new facilities are built or old ones renovated, encourage LEED or Minnesota B3 standards for energy-efficient, sustainable design. Daylighting, insulation, and efficient machinery can all contribute. For example, a new warehouse could have a cool roof to reduce heat or a smart HVAC system.

• Metrics and Goals: It could be beneficial for the Hastings manufacturing community to set collective sustainability goals, such as “reduce waste to landfill by 50% in five years” or “cut water usage by 20%.” Working together via a manufacturers’ alliance, they could share progress and tips. This friendly competition or mutual accountability can accelerate improvements.

• Emergency preparedness and resilience: As part of social sustainability, ensuring that businesses and community are prepared for climate-related events (floods, storms) or other emergencies keeps the industry robust. Given Hastings’ river location, flood planning is relevant (though most factories are out of the flood zone, disruptions can still occur). Companies might collaborate on resilience – e.g., having backup power generators or mutual aid agreements if one facility goes down, others help.

In sum, Hastings’ approach to manufacturing is increasingly holistic. Manufacturers are not isolated polluters; they are integrated community members striving to operate cleanly and equitably. The community expects and encourages this, and in return provides support and a stable environment for the businesses. This synergy between profit, people, and planet is at the heart of sustainable development. By continuing to lead in environmental initiatives and keeping social responsibility front and center, Hastings ensures that its manufacturing sector not only prospers economically but also enhances the quality of life and environment for current and future generations.

Next, we will shift to the marketing and storytelling aspect – because effectively communicating these positive aspects (like sustainability efforts, community ties, etc.) can significantly bolster the industry’s success and perception.

Digital Marketing & Storytelling Strategies

In the modern era, a strong digital presence and narrative is essential for any industry – even for traditional manufacturers. Hastings’ manufacturing sector has great stories to tell: century-old companies innovating, family businesses supporting community, cool products being made locally, and opportunities for rewarding careers. By leveraging digital marketing and authentic storytelling, Hastings can raise the profile of its manufacturers, attract talent and investment, and foster community pride. This section outlines strategies for effectively marketing and storytelling in the digital domain, tailored to local manufacturers and stakeholders.

Telling the “Made in Hastings” Story Online:

Hastings has a unique brand: a historic river town that makes real, tangible things. That brand can be amplified through coordinated digital storytelling:

• Website Showcases: Each local manufacturer should ensure their website includes not just product info but also their local story – e.g., founding in Hastings, commitment to community, profiles of longtime employees. For instance, Smead’s site might highlight that it started above a Hastings print shop in 1906 and still calls Hastings home over a century later, illustrating stability and hometown values. Intek could feature a mini video of their production floor with Hastings employees explaining what they do (giving outsiders a peek into the cutting-edge extrusion happening in a small town). These narrative elements humanize the companies and also subtly market Hastings as a great place for business.

• Social Media Engagement: Even B2B manufacturers benefit from a social media presence. Platforms like LinkedIn are excellent for sharing company news (new product lines, job openings, sustainability achievements) to a professional audience. Many Hastings firms now maintain active LinkedIn pages to build their employer brand – sharing, for example, “We’re proud our Hastings team produced 1 million parts this month without a single safety incident!” or “Meet Jane, who’s been with us 25 years – her dedication exemplifies our H-town work ethic.” These posts spread goodwill and attract potential employees who are browsing. Facebook and Instagram can be used more for community and lifestyle angles: a photo of the company float in the parade, snapshots of an employee volunteer day, or a vintage photo of the factory in 1940 with a #ThrowbackThursday tag. These make the companies relatable and underscore their community roots. Hyperlocal social media groups (like a “Hastings Neighbors” Facebook group) are also places where good news can be shared – a blurb about “Hastings factory wins industry award” will get locals liking and commenting proudly.

• HastingsNow & Local Media Features: The HastingsNow.com platform (and its Deep Research reports like this one) is itself a great digital storytelling medium for local industries. Manufacturers can collaborate with local media or blogs to produce feature articles and videos. For example, an article titled “A Day in the Life at XYZ Manufacturing in Hastings” could walk readers through the production process of a local product, highlighting the employees. Or a video interview with a multi-generational family at Smead (maybe a grandmother and granddaughter both working there) could be heartwarming content. HastingsNow and the Hastings Journal have audiences interested in community success stories – pitching them manufacturing-related stories will help educate the public that manufacturing is not something abstract behind factory walls, but a dynamic part of town life. These stories can then be shared widely online.

• Virtual Tours and Interactive Content: One creative strategy is to offer virtual factory tours on company websites or YouTube. With simple video or even 360-degree photos, local manufacturers can open their doors to anyone on the web. Imagine a clickable tour of the Spiral Brewery’s small canning line or a drone fly-through of Quality One’s cabinet shop – these would demystify manufacturing and also serve as recruitment tools (“See, this is the cool high-tech environment you’d work in!”). Some companies nationally have done “shop floor live cams” or time-lapse videos of a product being made. Hastings companies could team up with a local videographer (perhaps a Hastings High graduate building a portfolio) to create such content relatively affordably.

• User-Generated Content and Hashtags: Encourage employees and community members to share their own posts about Hastings-made products or experiences, using a hashtag like #MadeInHastings or #HastingsProud. For example, someone might post a photo of file folders at their office captioned “Organized at work thanks to #MadeInHastings products from Smead!” Or a proud parent might share that their child just started an apprenticeship at a Hastings plant, using #HastingsManufacturing. These organic endorsements spread awareness. Companies could promote such hashtags in their facilities (posters encouraging employees to share appropriate content) and during events like Manufacturing Day tours (“Share your photos with #MadeInHastings”).

Leveraging Digital Tools for Economic Development:

It’s not just individual companies – the community and economic development agencies can use digital marketing to attract investment and workforce:

• Targeted Online Campaigns: The Hastings Economic Development team could run targeted campaigns on LinkedIn or Google aimed at site selectors and business owners, highlighting “Hastings: Your Manufacturing Destination.” This might include sponsored posts showcasing success stories or short testimonial videos (e.g., the CEO of a Hastings company saying “We chose Hastings for our expansion because of the great workforce and supportive community”). By using targeting filters (industry, geography), these messages can reach executives in sectors Hastings wants to attract.

• Job Portals and Networking: Given workforce needs, having a strong digital presence on job sites is key. Hastings manufacturers are increasingly using platforms like Indeed, Glassdoor, and MinnesotaWorks to list openings, but they also boost their appeal via those sites by encouraging reviews and sharing culture info. A positive presence on Glassdoor (where employees review companies) can lure candidates. Also, the city’s own website or HastingsNow could maintain a Manufacturing Jobs Board highlighting local openings, to make it easy for residents to find opportunities and for companies to gain visibility. Promoting these via social media (“Check out our new Hastings Manufacturing Careers page!”) will drive local traffic and hopefully match more residents to local jobs.

• Community Storytelling – Integrating Tourism & Industry: An interesting strategy is blending manufacturing storytelling with tourism marketing. For instance, create a digital “Hastings Industrial Heritage Trail” that visitors (or residents on a staycation) can follow. It could be a map with stops like the historic Hastings Foundry site (with a marker or AR content showing the first steam engine story ​en.wikipedia.org), the Confluence (with info on the Hudson sprayer factory repurpose ​startribune.com), maybe Smead (if they have an old piece of machinery on display or a small museum section), and Spiral Brewery (the site itself is historic). This can be an interactive webpage or even a mobile app. It serves tourism (something unique to do) but also tells manufacturing history in an engaging way. People share these experiences on their social media, further broadcasting Hastings’ story.

• Hyperlocal Influencers and Content Creators: Hastings can tap into local content creators – that could be a popular local Instagram photographer, a blogger, or even enthusiastic high school students – to spotlight manufacturing in a relatable way. For example, a local photographer might do a photo series “Faces of Hastings Industry” with portraits of workers in their work environment, shared on Instagram. Or a young YouTuber might do a vlog spending a day shadowing workers at a plant. These authentic voices can reach different audiences (especially younger folks) more effectively than official channels sometimes. The city or Chamber can facilitate introductions and support these creators with access or small stipends.

• Search Engine Optimization (SEO): On a more technical note, making sure content related to Hastings manufacturing is SEO-optimized will greatly enhance discoverability. That means blog posts or articles (like this report) should use relevant keywords (“Hastings MN manufacturing”, “industrial opportunities Hastings”, etc.) to rank high on Google for anyone searching those terms. The SEO Metadata at the end of this report is designed for that purpose. Over time, a collection of digital content with good SEO (from city pages, news articles, company blogs) will ensure that when a business owner or job seeker types “Hastings manufacturing,” they’ll find rich, positive information showcasing what Hastings offers ​hastingsmn.gov, ​hastingsnow.com.

Engaging the Community Digitally:

Digital storytelling isn’t only outward-facing; it also galvanizes the local community:

• The Hastings community Facebook page or Nextdoor can be used by city officials to share quick “Did You Know?” posts about manufacturing (e.g., “Did you know Hastings manufacturers employ 1,400 people locally? #MadeInHastings” linking to a longer article ​datausa.io). Locals seeing these may feel increased pride and support.

• Live-streamed events: The city could live-stream any public events like a ribbon-cutting of a factory expansion or a panel discussion on manufacturing careers, allowing those who can’t attend to tune in and engage (with comments, etc.).

• Digital competitions or campaigns: Perhaps run a “Hastings Made” photo contest where residents submit photos of any locally made product they find in use (could be at their workplace or a friend’s house or wherever). Or a quiz on local industrial history with prizes. These interactive campaigns create buzz and educate at the same time.

Tone and Authenticity:

Across all digital marketing and storytelling, it’s important to maintain the right tone: friendly, community-rooted (as per this report’s guidelines), and authentic. Audiences, especially younger ones, can sniff out corporate-speak or insincerity quickly. Fortunately, Hastings has real heartfelt stories – family legacies at companies, humorous anecdotes (like the Spiral Bridge tricking drivers to slow down for shopping ​racketmn.com), and earnest civic pride – which lend themselves to genuine storytelling with maybe a touch of humor. For example, a company might post, “It’s 90°F today – shoutout to our team in the foundry who say ‘we were forged in heat, we can handle it!’ #HastingsHeatWave.” A little personality goes a long way in digital engagement.

Leveraging the Rebranded H-town Digital Platform:

Recall from the earlier “Local Store Marketing” report snippet that the HastingsNow (H-town) digital platform offers tools like event listings, community chatbot, etc.​ hastingsnow.com​ hastingsnow.com. Manufacturers can use H-town to list any events (like hiring fairs or tours), and possibly share press releases or blog content there. If HastingsNow has a community chatbot, maybe it can answer questions about local industries or direct people to resources (“Where can I find a job in Hastings manufacturing?” and it provides links). Being integrated into that platform ensures the manufacturing sector is visible in the broader context of Hastings’ digital hub.

By deploying these digital marketing and storytelling strategies, Hastings can significantly extend the reach and positive image of its manufacturing sector. Rather than manufacturing being hidden behind industrial park walls, it becomes a celebrated part of Hastings’ identity online – accessible and intriguing to residents, potential workers, investors, and even tourists. The goal is to make “Made in Hastings” a badge of honor and a recognized mark of quality and community, both offline and online, so that the city’s industrial heartbeat is known far and wide, drawing in new fans and reinforcing hometown support.

With these marketing efforts complementing all the hard work happening on the ground, Hastings’ manufacturing sector can truly shine. Now, having analyzed the state of the industry and its various facets in detail, we will move on to distilling concrete strategic recommendations for each stakeholder group to drive growth and improvement.

Strategic Recommendations

Drawing from all the analysis and insights above, we now distill actionable strategic recommendations for various stakeholders in Hastings. These recommendations aim to empower local manufacturers, supporting businesses (including retailers and service providers), and city/economic development officials to collaboratively strengthen Hastings’ manufacturing industry and overall economic vitality. Presented below, grouped by stakeholder, are key strategies to implement:

For Local Manufacturers (Companies and Industry Leaders):

Invest in Advanced Technologies and Skills: Embrace innovation to stay competitive. Assess your production processes and identify opportunities to introduce automation, robotics, or Industry 4.0 technologies. Even small enhancements – like a semi-automated packaging machine or a data analytics tool for quality control – can boost productivity and quality. Partner with tech providers or local colleges to pilot new technologies. Simultaneously, invest in employee upskilling so your workforce can adeptly use these tools. Consider sending staff to specialized training (welding certs, CNC programming, etc.) or bringing trainers on-site. A more advanced operation not only improves your bottom line but also helps attract younger tech-savvy workers who are excited to work with modern equipment.

Foster Collaboration & Mentorship: Hastings’ manufacturers should not operate in silos. Form a Hastings Manufacturing Consortium (if one doesn’t exist) – a periodic gathering (quarterly perhaps) of all local industrial company owners/managers. In these meet-ups, share best practices, discuss common challenges (workforce, supply chain, etc.), and look for joint solutions. For example, if one company’s workload is seasonal and another’s is complementary, maybe workers can be cross-utilized or training resources shared. Establish a mentorship program where seasoned professionals nearing retirement mentor younger employees across companies (could be coordinated through the Chamber). Such cross-pollination of knowledge will elevate the skill level and cohesion of Hastings’ manufacturing community at large.

Enhance Employer Branding & Recruitment: In a tight labor market, make your company stand out as an employer of choice. Improve your employer branding by highlighting the positive aspects of working for you: family-like culture, opportunities for advancement, community impact, etc. Use the digital storytelling tactics mentioned earlier – post employee testimonials on your website or social media, show photos of team events or cool projects. Offer referral bonuses to current employees who bring in new hires (word-of-mouth from your happy staff is gold). Also, strengthen ties with local schools: offer internships or plant tours to students, sponsor a high school technical award – this visibility will make students think of you when they enter the job market. Consider working with Hastings High School to start a “Youth Manufacturing Academy” where interested juniors/seniors can spend a week at your facility learning basics; this can directly funnel new talent to you upon graduation.

Implement Family-Friendly and Flexible Practices: Recognize that many workers value flexibility and work-life balance. Where possible, implement flexible scheduling – for instance, a 4-day workweek (4x10 hour shifts) option, or staggered start times to accommodate those with kids in school. If a production role can’t be flexed much, at least consider offering a choice of shifts (some might prefer earlier start, some later). Look into offering on-site or consortium childcare: perhaps multiple manufacturers could jointly sponsor a daycare near the industrial park, solving a major barrier for working parents. These practices will improve retention and broaden your potential labor pool (e.g., more women might join if childcare is addressed). Additionally, ensure your benefits (health, retirement) remain competitive; a strong benefits package is a selling point and a crucial aspect of social sustainability.

Deepen Community Engagement and PR: Each manufacturer should take ownership of telling their positive story in the community. Host an open house or Manufacturing Day event annually and invite city officials, local media, and residents to see what you do. Continue and expand philanthropic efforts: adopt a local charity or cause that aligns with your company values (environment, education, etc.) and be visibly involved (this could be sponsoring the river clean-up or funding a scholarship). Regularly communicate your community contributions – don’t be shy about a press release or Hastings Journal note that “ABC Company donates new equipment to Hastings High wood shop” ​hastingsnow.com. This not only boosts your image but also strengthens the overall perception of manufacturing as benevolent and integral to Hastings’ way of life. A positive public image will make neighbors more supportive of any expansions or changes you propose and will make employees proud to work for you.

Prioritize Sustainability Initiatives: Lead by example in environmental and social responsibility. Set clear sustainability goals for your operations (energy use, waste reduction, etc.) and share progress publicly. Implement at least a couple of green initiatives – e.g., install LED lighting (lower bills and emissions), upgrade to more efficient HVAC, or set up an employee recycling program for hard-to-recycle items. If feasible, explore adding solar panels on your facility or participating in a renewable energy purchasing program (many customers and partners appreciate suppliers with green power usage). Also consider green product development: are there ways to make your product more eco-friendly or to enter new “green” markets? (For instance, if you make packaging, can you offer a recycled material option?). On the social side, keep focusing on safety and fair labor practices, and communicate these commitments. Not only do these efforts help the planet and people, they also often save costs long-term and can be excellent marketing points in B2B relationships (many large clients now audit suppliers on sustainability).

For Supporting Businesses & Retail (Suppliers, Service Providers, Local Retailers, Educators, Banks, Media, etc.):

Facilitate a Robust Local Supply Chain: Supporting businesses – from banks to raw material suppliers – should look for ways to integrate with and support local manufacturers’ needs. Local suppliers (e.g., a metal fabrication shop, packaging supplier, maintenance service) should proactively reach out to Hastings manufacturers and identify opportunities to do business locally rather than them sourcing from afar. This might mean investing in capabilities that local factories need. For example, if manufacturers currently send machinery to Minneapolis for servicing, perhaps a local mechanic can get training to offer that service here. The Chamber can help by hosting “supply chain roundtables” where manufacturers list goods/services they typically purchase, and local providers can see if they can fulfill any. Every time a local firm becomes a vendor to a local manufacturer, it keeps money in town and strengthens inter-business ties.

Provide Financial and Professional Support: Local banks and financial institutions should consider friendly financing programs for manufacturers – e.g., low-interest loans or lines of credit for equipment upgrades, short-term bridge loans to help expansions, etc. Show eagerness to keep these businesses financially healthy and anchored in Hastings. Professional service providers (lawyers, accountants, IT firms) can offer specialized packages or workshops to help manufacturers, such as a seminar on navigating R&D tax credits or cybersecurity for factory systems. Retailers can support indirectly; for instance, a local hardware store can ensure it stocks supplies needed by factories so they don’t have to trek to a distant supplier for basic parts. Essentially, align your services to make it easy and cost-effective for manufacturers to solve problems locally.

Highlight Local Products and Stories in Retail Settings: Retail businesses in Hastings (shops, restaurants, etc.) can partake in storytelling by showcasing locally made products. If you’re a retailer, consider carrying or featuring items made by Hastings manufacturers – obviously, some products (like large industrial parts) aren’t retail friendly, but some are. Perhaps a local gift shop can sell notebooks or organizers from Smead, a grocery store can display Alexis Bailly wines with a “Local Product” sign, a clothing boutique could even have a small section of merch like “Hastings Proud” shirts made by a local print shop. Restaurants and cafes can source from local producers (maybe a bakery using flour from Ardent Mills, or a brewpub featuring ingredients from local farms used by manufacturers). Even service companies can nod to local industry – e.g., a sign at a car dealership, “Many of our customers build the products that power our lives – thank you, Hastings manufacturers!” These gestures create a sense that the whole town is proud and supportive of its makers, and it also educates consumers on what’s made here.

Partner in Workforce Development: Educational institutions (schools, colleges) and training centers are key supporting players. Strengthen school-industry partnerships: implement or enhance programs like internships, job shadowing, and skills competitions (e.g., a welding contest sponsored by a metal shop). The high school can work with businesses to adjust curricula – if manufacturers need more CAD drafters, maybe the school can start a CAD elective. Local businesses can volunteer on advisory boards for school CTE programs. Also, support businesses can help remove barriers for workforce entry: for example, if transportation is a problem, maybe a local carpool service or even an auto shop could coordinate a shuttle van. Retailers and restaurants can help by aligning their hours or offerings to factory shifts (imagine a cafe that opens extra early so 5:00 AM shift workers can grab coffee/breakfast, or a daycare that opens early to coincide – these are community ecosystem adjustments).

Promote “Love Local” Procurement: Encourage all supporting entities – from city government to schools to residents – to buy local whenever possible to support manufacturers. For instance, the city and schools should procure office supplies from Smead or other local distributors rather than outside vendors ​hastingsnow.com. If the city is doing a building project, see if local fabricators or material suppliers can be contracted. Local banks can ensure their corporate swag (pens, cards, etc.) are sourced through Plastic Printers or similar. A public campaign could highlight that for every dollar spent on a Hastings-made product, a significant portion stays local (the earlier local multiplier effect statistic in retail was ~$0.67 vs $0.43 for chains ​hastingsnow.com; a similar principle applies to manufactured goods). By leading through example, supporting businesses and institutions can amplify the economic multiplier and set a norm that Hastings takes care of its own.

Support Marketing and Storytelling Initiatives: Local media, marketing firms, and even individual content creators should contribute to the narrative. The Hastings Star Gazette (or Journal) and HastingsNow.com should continue running features on manufacturers, including new developments (like “XYZ Manufacturing hires 20 new workers in expansion” – positive business news). If you’re a local photographer or social media guru, perhaps collaborate with a manufacturer to improve their online presence (maybe in exchange for sponsorship or just as a community service). The Chamber or Business Association can run joint marketing – like a slick “Manufacturing in Hastings” brochure or section on their website that profiles each company, which can be used for both business attraction and educating locals. Additionally, coordinate with tourism or downtown groups to tie in the industrial history (like the aforementioned Heritage Trail idea). Supporting businesses that interface with tourists – e.g., the Visitor Center – should have talking points or materials that highlight Hastings’ industrial heritage (“Yes, that flour mill you see across the river is the first roller mill in the US! ​snackandbakery.com You can still hear it humming on weekdays!”).

For City Officials & Economic Development Agencies (City of Hastings, HEDRA, Chamber of Commerce, etc.):

Lead a Unified Vision and Brand: Continue to champion a clear, unified economic development vision that places manufacturing as a key pillar of Hastings’ identity. In your messaging, balance the charm of the river town with the prowess of an industrial base – e.g., “Hastings: where small-town community and big-time industry meet.” Align tourism, business development, and community branding under this narrative so that whether someone is reading a city tourism brochure or a business incentive flyer, they get a cohesive story. This unified brand should emphasize Hastings’ strengths: skilled workforce, supportive community, heritage of innovation, and quality of life. The city’s leadership (Mayor, Council) should routinely mention manufacturing in communications (“Our budget improvements are possible thanks in part to a strong manufacturing tax base,” etc.) to keep it top-of-mind for residents and policymakers alike.

Expand and Modernize Industrial Infrastructure: Proactively ensure that infrastructure keeps up with industry needs. This includes designating and developing additional industrial land – possibly expanding the business park or rezoning appropriate areas – so that growing companies have room to build new facilities without leaving Hastings. Work on making any available sites “shovel-ready” (environmental clearances, utilities stubbed, fiber-optic internet available). Continue to invest in robust infrastructure: well-maintained roads that can handle heavy trucks (and consider truck routing signage to streamline flow), reliable high-capacity utilities (water pressure for fire safety in large buildings, etc.), and broadband internet (partner with providers to guarantee every industrial site has access to gigabit fiber, for instance). If rail access could benefit more companies, explore grants to improve spur lines or loading facilities. Basically, anticipate the needs of modern manufacturers (from electrical capacity for new machinery to EV charging for future electric delivery trucks) and make Hastings a place where infrastructure is an asset, not a bottleneck.

Offer Incentives & Streamlined Processes: Strengthen Hastings’ reputation as a business-friendly city by offering smart incentives and efficient processes. Use tools like Tax Increment Financing (TIF) or tax abatement judiciously to support expansions or new investments that bring jobs. For example, if a manufacturer pledges 30 new jobs and a $5M expansion, consider a property tax abatement plan to lower their costs for a few years – these deals can often tip the scales in site selection. Leverage state programs (Job Creation Fund, Minnesota Investment Fund) by guiding companies through applications ​cottagegrovemn.gov; perhaps dedicate a city staff member as a “business liaison” who helps businesses navigate incentive paperwork and regulatory approvals. Fast-track permitting for industrial projects – make it a known fact that Hastings can move from proposal to permit in, say, 60 days or less for expansions (barring very complex cases). That kind of responsiveness is a huge competitive advantage in attracting projects. Additionally, maintain open lines with county and state to bring any available grants (for infrastructure, brownfield cleanup, workforce training) to local projects – city officials should be adept at assembling incentive packages combining city, county, and state resources to make investing in Hastings irresistible.

Drive Workforce Housing and Amenities: Recognize that part of supporting manufacturing growth is ensuring workers can live and thrive in Hastings. City officials should incorporate workforce housing into development plans – encourage or incentivize building of affordable single-family homes, townhouses, or apartments so that new hires at factories can find local housing options within their budget. The recent and upcoming housing projects (like the new apartments at Confluence) are great; continue that momentum. Also, focus on community amenities that attract and retain workers: good parks (Hastings is strong in this, keep it up), recreation (perhaps extend hours at the Civic Arena or events targeting shift workers), and support for things like childcare. Essentially, adopt a holistic view: every time the city enhances quality of life, it indirectly supports employers by making it easier to lure talent to Hastings. City officials can convene a cross-sector task force on workforce retention to get input from businesses on what amenities or policies would help; they might highlight things like transit links or training subsidies.

Promote Regional Collaboration & Advocacy: Hastings’ city and economic development leaders should take a prominent role in regional forums and advocacy for manufacturing. Join or form regional coalitions with nearby cities (like Cottage Grove, Red Wing) to advocate for things benefiting manufacturing (e.g., infrastructure funding for highways, workforce grants, etc.). Being vocal at the state level is key – ensure Hastings’ needs (like maybe an interchange improvement on Highway 61, or continued funding for technical education) are heard by legislators. The city could host a “Hastings Manufacturing Summit” and invite state officials, showcasing local industry and directly voicing any needs for policy support. Additionally, utilize the city’s communications to celebrate successes: whenever a local company wins an award or expands, put out a press release (the city’s endorsement adds weight and can get picked up in bigger media). Over time, this positions Hastings as a leader and example – possibly attracting pilot programs or grants (for instance, if the state launches a new apprenticeship incentive program, Hastings might be first in line due to its visible commitment).

Maintain a Responsive, Business-First Climate: Lastly, and most importantly, Maintain a Responsive, Business-First Climate: City officials should continue to cultivate a reputation as approachable and solution-oriented when it comes to business needs. That means preserving an open-door policy – manufacturers should know they can call City Hall and get a prompt, helpful response to any issue, whether it’s a permit question or a pothole on their truck route. HEDRA and Chamber reps should keep doing regular business retention visits to hear concerns early and act on them. If a company flags a challenge (e.g., a zoning quirk or need for a stoplight), the city should visibly work to address it or find creative workarounds. The mantra should be “How can we make this work?” rather than “No, that’s not possible.” By being flexible with regulations where appropriate (without compromising safety or standards) and expediting approvals, the city sends a powerful message that Hastings is firmly on the side of its industries’ success. Celebrate and publicly acknowledge businesses’ achievements and anniversaries with city proclamations or shout-outs at Council meetings – this boosts morale and shows that local government truly values their presence. In short, city leaders must continue being champions for manufacturing, coordinating all the pieces (workforce, infrastructure, incentives) to create an environment where businesses can thrive with minimal friction.

By implementing these strategic recommendations, each stakeholder group in Hastings will play its part in a comprehensive, unified approach to bolstering the local manufacturing economy. Local manufacturers will drive innovation, collaboration, and community-minded growth; supporting businesses and educators will provide the scaffold – financing, training, and local supply chain links – that let our factories reach new heights; and city officials and agencies will lead with vision and proactive support, ensuring policies and resources align to make Hastings a premier manufacturing hub. With everyone rowing in the same direction, Hastings can confidently capitalize on opportunities, overcome challenges, and secure a bright future for its manufacturing industry.

Comparisons to Regional Destinations

How does Hastings’ manufacturing sector compare to that of other regional destinations, and what can we learn from our peers? Let’s take a look at a few nearby or similar communities known for industry and see how Hastings stacks up:

Hastings vs. Red Wing, MN: Red Wing (about 30 miles downriver) is another Mississippi River town with a rich manufacturing heritage. Red Wing is famous for its Red Wing Shoes and pottery – legacy brands that double as tourist attractions (visitors go to the Red Wing Shoe Museum and the pottery salesroom). In terms of scale, Red Wing’s population (~16,500) is a bit smaller than Hastings (~22,000), but it has several hundred manufacturing jobs tied to those flagship companies and others (like Riedell Skates). Where Red Wing excels is branding its industrial heritage – the image of a giant Red Wing boot is iconic. Hastings’ manufacturing companies, while significant, are less globally recognizable consumer brands. However, Hastings has a more diversified manufacturing base (multiple mid-sized firms rather than one giant employer). Red Wing leverages tourism from its manufacturing (people visit to buy boots or see the factories), whereas Hastings has an opportunity to do more of this – perhaps via historic tours or a possible Smead office product outlet store (just brainstorming!).

In terms of community support, both towns value preservation: Red Wing’s downtown and old factories have been preserved and repurposed similar to Hastings’ Confluence project. One takeaway for Hastings from Red Wing is to further marry tourism with manufacturing – promote the stories of our industries as part of the visitor experience. Also, Red Wing has shown the benefit of a global brand (their products are sold worldwide). While Hastings may not have a single consumer brand like that, pushing the “Made in Hastings” label and maybe developing niche consumer products (e.g., Spiral Brewery’s beers becoming regionally famous) could emulate that effect. Both cities share the challenge of attracting young workers to relatively remote locations; Red Wing has tackled this by emphasizing outdoor recreation and charm to young professionals, which Hastings can certainly do as well (we have river trails, parks, and proximity to the Twin Cities advantage).

Hastings vs. Cottage Grove, MN: Cottage Grove is a first-ring suburb in Washington County, not far north of Hastings. It has grown rapidly (population ~38,000) and hosts major industrial players like 3M’s Cottage Grove plant (specializing in adhesives and specialty chemicals) and recently attracted a large *Andersen Windows expansion ​bizjournals.com. Cottage Grove’s approach to manufacturing is very much tied to leveraging metro proximity and offering greenfield industrial sites near highways (it sits along US 61 and has quick access to St. Paul). They have been aggressive with incentives and infrastructure to land big expansions – for example, Andersen Corporation sought state assistance for its $35 million plant expansion there. In comparison, Hastings has fewer mega-sites or multinational corporations, but that also means we haven’t been as exposed to large plant closures or corporate decisions beyond local control. Cottage Grove’s success in landing projects often comes from being able to offer sizeable contiguous land and immediate freeway connections; Hastings may not compete for the exact same projects (we likely won’t get a huge semiconductor fab or a 1000-employee auto plant).

However, Hastings can learn from Cottage Grove’s business-friendly practices and regional marketing. We too can market our available sites (even if smaller) aggressively and use incentives smartly. Cottage Grove, being larger and more suburban, doesn’t have the same tight-knit community feel that Hastings does – that’s an area where Hastings has the competitive edge. A company that values a stable workforce and community loyalty might prefer Hastings over a big suburb where turnover could be higher. Also, Hastings can point to lower congestion and a more rural atmosphere as a benefit, something Cottage Grove can’t (it’s becoming quite urban). In summary, Cottage Grove is a formidable competitor for industrial investment, but Hastings can differentiate itself by targeting small-to-mid manufacturers who want a less urban environment, and by continuing to be nimble and welcoming (whereas large suburbs can sometimes entangle companies in red tape despite their advantages).

Hastings vs. Other Mississippi River Cities (Winona, MN & La Crosse, WI): If we look a bit further down the Mississippi, cities like Winona, MN (pop ~27,000) and La Crosse, WI (~52,000) are river communities with significant manufacturing and shipping. Winona has a history in composite materials and tech manufacturing (Fastenal is headquartered there, though more distribution). La Crosse has Trane (air conditioning systems) and a few large manufacturers, along with a major rail/river intermodal facility. Compared to those, Hastings is closer to the Twin Cities and doesn’t have a barge port infrastructure of that scale (Hastings uses the river for grain and some barge traffic but doesn’t have a large public port terminal). For companies that need direct Mississippi River shipping or very large-scale operations, Winona or La Crosse might be more suitable due to established port facilities and sometimes cheaper operating costs outside the metro. But Hastings can compete well in terms of workforce quality (our workforce is drawn from the highly educated Twin Cities region, whereas a smaller city might have a tighter labor pool) and quality of life (we have the advantage of metro amenities nearby that Winona lacks, for instance).

Hastings might take inspiration from Winona’s university-industry linkage: Winona State University and technical colleges feed into local industry; Hastings could strengthen ties with Inver Hills CC or even University of Minnesota programs to mimic that talent pipeline. La Crosse has done well promoting itself as a regional center with both industry and higher education; Hastings, though smaller, could promote the fact that we’re part of the Twin Cities economic region and can draw on its resources while offering a more intimate community – essentially positioning as “the best of both worlds.”

Hastings vs. Prescott, WI (and Other Border Communities): Just across the river, Prescott, Wisconsin (pop ~4,300) is much smaller but it’s literally a stone’s throw away. While Prescott is more of a bedroom community, it does have some light industry and the advantage of Wisconsin’s different tax structure. Sometimes, Wisconsin border towns compete with Minnesota towns for business due to tax or regulatory differences. However, Hastings, being much larger and having more infrastructure, usually wins out for anything beyond very small enterprises. One area to watch is if Wisconsin offers better incentives or lower taxes that might tempt Hastings companies to expand across the river – so far that hasn’t been a major trend, but it’s a comparative factor. Generally, Hastings’ size and amenities give it a leg up over tiny Prescott for any significant manufacturing (plus, many prefer Minnesota’s workforce and education system despite tax differences). A collaborative rather than competitive approach can work here: Hastings and Prescott together form a micro-region; workers live in one and work in the other and vice versa. Supporting the new St. Croix River bridge connectivity and ensuring smooth logistics between the two can make the whole area more attractive (for example, a Wisconsin supplier might serve a Hastings manufacturer efficiently, benefiting both sides).

Key Takeaways from Comparisons:

• Brand and Tourism (Red Wing model): Hastings can further capitalize on its history (Spiral Bridge, first mill, etc.) to build a brand that draws interest. Perhaps develop a small museum or interpretive plaques – similar to Red Wing’s – that celebrate our manufacturing past and present.

• Aggressive Growth Strategy (Cottage Grove model): While staying true to our character, we can adopt some of the assertive tactics of suburbs – market available sites thoroughly, use incentives when ROI is clear, and continuously invest in infrastructure so we’re ready for big opportunities.

• Regional Integration (Winona/La Crosse model): Think beyond city limits – collaborate with educational institutions and regional economic initiatives. Also utilize the Mississippi as a potential asset (maybe push for a small port improvement or at least capitalize on barge shipping for bulk goods to cut freight costs).

• Community Appeal (Hastings’ competitive edge): This is something many peer cities envy – Hastings has a combination of small-town appeal and metro convenience that’s hard to beat. Maintaining that balance (avoiding unbridled sprawl while welcoming progress) will keep Hastings distinguished among regional destinations.

In summary, Hastings holds its own quite well compared to similar regional manufacturing hubs. We may not have a household-name factory like Red Wing Shoes or the sheer size of a Cottage Grove, but we shine in diversity, community support, and strategic location. By learning from others – branding like Red Wing, facilitating growth like Cottage Grove, partnering regionally like Winona/La Crosse – Hastings can refine its approach. And in some ways, our peers can learn from us: the close public-private partnership and adaptive reuse successes here are models worth emulating. These comparisons affirm that Hastings is on the right track, and with continuous improvement, can become a regional leader that others point to in the next decade.

Challenges and Solutions

No industry report is complete without frankly addressing the challenges that lie ahead – and, importantly, the solutions to overcome them. Hastings’ manufacturing sector faces a set of interrelated challenges, many of which we’ve touched on in prior sections. Here we summarize the key challenges and pair each with pragmatic solutions:

• Challenge 1: Aging Workforce and Skills Gap – A significant portion of Hastings’ manufacturing workforce is nearing retirement, risking a loss of skills and institutional knowledge ​careerforcemn.com. Meanwhile, not enough young workers are entering the trades to replace them, leading to a skills gap in areas like machining, maintenance, and welding.
  Solution: Aggressive Workforce Development & Succession Planning. Expand partnerships with high schools and technical colleges to funnel more youth into manufacturing careers (e.g., scaling up apprenticeship programs, offering scholarships for trade studies). Encourage companies to implement formal knowledge transfer programs – have veterans mentor juniors for a year or two before retiring, documenting processes along the way. The city can facilitate a “bridge” retiree pool – recently retired experts willing to consult part-time to fill gaps while newbies ramp up. Also, attract talent from outside: promote Hastings jobs at Twin Cities job fairs, emphasizing that our positions offer career growth without big-city stress. By creating clear career paths and training opportunities, we make manufacturing enticing to the next generation and ensure critical skills are passed on.

• Challenge 2: Competition from Low-Cost Regions (Global and Domestic) – Hastings manufacturers must compete with products made in lower-cost countries (China, Mexico, etc.) and with other U.S. states that have cheaper labor or more aggressive incentives. This can pressure profit margins and sometimes lead companies to consider relocating production.
  Solution: Compete on Value, Innovation, and Support. Hastings companies should avoid racing to the bottom on cost, and instead focus on high-value niches, quality, and customization that overseas competitors can’t match. This often means continual investment in technology to boost productivity (so higher local wages are offset by higher output/worker). The city and state can help neutralize cost disadvantages by offering targeted incentives (to offset initial capital costs of automation, for example) and by keeping local taxes/fees reasonable. Also, leverage the “Made in USA” appeal: there is growing consumer and B2B demand for domestically made, ethically produced goods. Marketing the reliability, faster shipping, and responsive service of local manufacturing can win contracts even if unit cost is a bit higher. On the policy side, stay alert to state and federal initiatives – e.g., utilize grants under federal programs encouraging reshoring or infrastructure bills lowering energy costs. In short, differentiate on things like shorter lead times, superior craftsmanship, and the intangible benefit of partnering with a community-rooted producer. The city can bolster this by continuing to loudly support its industries (so companies feel valued here, reducing the lure of relocating for a tax break elsewhere).

• Challenge 3: Limited Room for Expansion – Hastings’ current industrial parks have finite space. A manufacturer that wants to significantly expand might fear running out of room or suitable facilities in town. Without options, they might expand elsewhere.
  Solution: Strategic Land Use Planning & Facility Modernization. Proactively identify and develop new industrial sites (even if speculative). As recommended, the city should prepare more “shovel-ready” land via annexation or redevelopment of underused parcels. In parallel, encourage vertical expansion or optimization of existing facilities – sometimes a company can expand output without new land by upgrading to more advanced equipment or adding a second shift (effectively doubling utilization). The city can assist by being flexible on zoning (for example, allowing a building to add height if needed, or slightly adjusting setback rules if it facilitates an expansion on-site). Partner with developers to possibly build a multi-tenant industrial building – smaller firms ready to grow could move into a new, larger space in Hastings instead of looking elsewhere. Essentially, remove physical constraints as a reason to leave: have ready answers when a business asks, “Where can we go next if we grow 50%?”

• Challenge 4: Infrastructure and Transport Bottlenecks – As business grows, so does strain on infrastructure. Issues could include traffic congestion on key routes (e.g., heavy trucks on Hwy 55 or 61 at rush hour), limited public transit options for workers, or aging utilities in need of upgrades. Any bottleneck can slow operations or deter new investments.
  Solution: Infrastructure Upgrades & Logistics Planning. City officials must work continuously with county and state to upgrade transportation networks. This means advocating for intersection improvements, turn lanes, or signal timing tweaks to smooth truck traffic, and long-term, perhaps a new interchange or bypass where feasible. Conduct a logistics audit with local firms to pinpoint trouble spots (maybe a certain rail crossing delays trucks, or a bridge weight limit causes a long detour) and then fix those issues one by one (seek grants for rail crossing arms, reinforce bridges, etc.). For worker transit, explore vanpool programs or coordinate with Metro Transit for shuttles from larger park-and-rides to the industrial area during shift changes. Continue modernizing utilities – for instance, ensure the electrical grid in industrial zones can handle big draws (work with Xcel on adding a substation if needed for reliability). Building resilience into infrastructure (like backup water pumps or fiber loops for internet) also prevents costly downtime for businesses. By staying ahead of infrastructure needs, Hastings avoids the scenario where growth is capped by a clogged road or a maxed-out power transformer.

• Challenge 5: Environmental Regulations and Sustainability Demands – Meeting environmental standards can be challenging and costly (though beneficial), and there is increasing pressure from customers and governments for manufacturers to reduce carbon footprint and waste. Companies may struggle with how to become greener without hurting their bottom line.
  Solution: Green Transitions with Collaborative Support. Turn sustainability into an opportunity rather than a burden. Engage businesses with resources like the Minnesota Pollution Control Agency’s technical assistance programs that help manufacturers find efficient pollution and waste reduction methods. Possibly form a Green Manufacturing Collaborative in Hastings where companies share tips on energy savings or pool resources (for example, collectively contracting a recycling service for hard-to-dispose wastes to get volume pricing). The city could consider modest incentives for green upgrades – maybe a small grant or recognition for companies that invest in solar panels or electric fleet vehicles. On regulations, maintain a cooperative relationship with regulators: perhaps the city can host an annual “Enviro Compliance workshop” where state officials and companies talk through new regulations and how to meet them, reducing fear and confusion. The overarching approach is to embrace sustainability as part of the business plan – show that efficiency often saves money in the long run, and meeting green standards can open up new markets (some clients require ISO 14001 or other environmental certifications to do business). With the right support, companies can turn environmental compliance from a challenge into a point of pride and competitive advantage.

• Challenge 6: Perception and Awareness – Despite manufacturing’s importance in Hastings, some community members (especially younger folks) may still hold outdated perceptions of factory work or simply be unaware of what’s made here. A lack of awareness can lead to apathy in supporting local industry or disinterest among potential workers.
  Solution: Community Engagement & Image Enhancement. Intensify the efforts to educate and involve the community in manufacturing’s story (much of which we covered in marketing and storytelling). Expand school field trips to local plants, host “Manufacturing Night” at the high school where companies set up interactive demos (imagine a student using a virtual welding simulator or programming a robot arm provided by a local employer – very cool!). Continue pushing positive stories to local media: celebrate everything from a company’s 1,000th day accident-free to an employee who achieved U.S. citizenship and works in a Hastings factory – these human-interest angles build goodwill. Perhaps organize a “Made in Hastings” showcase event open to the general public annually, where each manufacturer has a booth and displays their products and processes in fun ways (similar to a science fair vibe). When people see with their own eyes the modern machinery, the diverse career roles (engineers, technicians, craftspersons), and meet the folks behind the products, perceptions change. Over time this helps solve workforce issues (more locals will apply for jobs) and ensures broad community support (neighbors will vote for bonds or policies that help industry when they understand what’s at stake).

In tackling these challenges, the recurring theme is collaboration and proactivity. None of these issues is insurmountable, especially not for a community like Hastings that has repeatedly shown resilience and ingenuity. By acknowledging the hurdles and actively working on the solutions – many of which are already in motion – Hastings can mitigate risks before they become crises. Indeed, Hastings’ history has plenty of examples of challenges overcome (the collapse of old industries and rise of new ones, economic recessions weathered through diversification, etc.). Each time, the community and its businesses adapted and emerged stronger.

So, while there are challenges ahead – an aging workforce, fierce competition, spatial limits, and so on – the solutions are within reach through concerted action. Hastings is marshalling those solutions: training its youth, investing in infrastructure, incentivizing innovation, and telling its story. By continuing on this path, Hastings will not only solve its current challenges but also build an even more robust foundation to face the future. And speaking of the future, let’s now turn to what the outlook holds for Hastings’ manufacturing sector in the years and decades to come.

Future Outlook

Looking to the horizon, the future for manufacturing in Hastings appears bright – provided the community and its stakeholders stay proactive and united. If we imagine Hastings a decade from now, several trends and outcomes seem likely:

Steady Growth and Diversification: Based on current momentum, Hastings can expect moderate, sustainable growth in its manufacturing sector. We’re not forecasting smokestacks on every corner or overnight doubling of jobs – rather, a measured expansion as existing companies grow and a handful of new firms set up shop. By 2030, it’s conceivable that Hastings will have a few more mid-sized manufacturers in fields like precision metalworking, medical device components, or green tech assembly, adding to the tapestry. The groundwork laid in workforce development will start paying off; we’ll see more young locals stepping into skilled roles that retirees vacated, keeping employment levels healthy. Diversification will continue – perhaps one of our smaller businesses today becomes a breakout success in a new niche (who knows, maybe Plastic Printers leads in some new RFID card technology, or a local hobbyist 3D-printing venture grows into a firm supplying aerospace parts). This balanced growth will help buffer against swings in any one industry and make the sector more resilient.

Technological Transformation: Hastings factories of the future will likely be far more automated and digitally integrated. The seeds being planted now (with companies investing in advanced equipment and Industry 4.0 tools) will bear fruit as full-fledged “smart factories.” Expect to see things like autonomous vehicles ferrying materials in warehouses, IoT sensors on production lines feeding data to AI-driven analytics that predict maintenance needs, and perhaps even elements of augmented reality (technicians using AR glasses to get real-time info while repairing machines). This doesn’t mean fewer jobs – rather, it means different jobs. Routine tasks might be done by robots, but humans will be needed to program, maintain, and optimize those robots. Hastings could very well have more robotics technicians, data analysts, and process engineers employed in manufacturing than traditional manual labor roles. This is a positive if managed well: higher-tech jobs often pay more and are safer. Our workforce development efforts will have to keep evolving so local skills keep pace with technology – but given the collaboration we’ve established between industry and educators, Hastings can be at the forefront of training workers for these advanced roles (imagine a “Robotics Center of Excellence” at a Hastings training facility someday).

Enhanced Reputation and Attraction: As we implement the strategic recommendations, Hastings’ reputation as a manufacturing-friendly city will solidify. Word will get around in the business community that “Hastings is the place where things get done.” We anticipate more inquiries from companies outside the region considering Hastings for expansion or relocation. The future might see, for example, a Twin Cities-based firm deciding to open a secondary plant in Hastings because of our skilled workforce and supportive city hall, or an out-of-state company eyeing Minnesota that likes Hastings’ combination of metro access and small-town feel. With the digital marketing push, Hastings will also enjoy more visibility. Don’t be surprised if in the coming years Hastings is featured in statewide business journals or even national lists as a model small city for manufacturing investment – the kind of place economic development professionals hold up as a success story. This enhanced reputation will be both a cause and effect of growth: as companies thrive here, they become case studies that attract others.

Stronger Linkages to Education and Innovation: By the future, the partnership between Hastings manufacturers and educational institutions will be very tight. One can envision something like a manufacturing technology incubator or makerspace being established, perhaps through a grant, where startups and students can develop new product ideas – effectively a mini innovation hub in Hastings. This could spawn home-grown new manufacturers. Also, with remote work and digital connectivity, it’s possible some design/engineering offices related to manufacturing spring up in Hastings (for example, an engineering firm that designs factory layouts or a consulting company for supply chain based here, serving global clients online). In the future, manufacturing won’t just mean production – Hastings could capture upstream and downstream activities (R&D, logistics management, etc.) tethered to manufacturing, diversifying job types further.

Continued Community Integration and Quality of Life: We expect manufacturing to remain a pillar of the community in spirit, not just in economics. The ideal future is one where every Hastings resident, even if they don’t personally work in a factory, appreciates the manufacturing sector’s contributions – they see the benefits in a robust local economy, they maybe buy local products at stores, and they attend those open houses or events that companies host. Manufacturers, for their part, will likely deepen their community ties – the vision is a nearly symbiotic relationship: for instance, maybe a consortium of manufacturers sponsors a new wing of the high school dedicated to technical trades, or funds a riverfront park improvement (much like how some cities have corporate sponsors for civic amenities). With sustainable practices in play, residents will also feel comfortable that industry’s growth isn’t coming at the cost of the environment or health – in fact, Hastings could become a showcase city proving that manufacturing and environmental stewardship can go hand in hand.

There are, of course, uncertainties. The macroeconomic cycle could bring recessions that slow growth temporarily; global trade dynamics could shift supply chains in unpredictable ways (for better or worse); and technological disruption always has an element of unpredictability (e.g., if 3D printing evolves to where consumers print things at home, how does that affect traditional manufacturing?). However, the groundwork Hastings is laying – flexibility, diversification, focus on value – makes us well-prepared to adapt to changes. We’ve shown it historically (transitioning from milling and railroads to other industries, adapting to post-NAFTA manufacturing landscape, etc.), and that adaptability will be our guiding light forward.

In a realistic optimistic scenario, by the year 2035 Hastings might boast, say, a 15-20% increase in manufacturing employment, a clutch of new notable companies, a state-of-the-art training center, and several award-winning sustainable factories. The city’s tax base will be stronger thanks to industrial growth, funding improvements for all. Perhaps Hastings will even be cited in state reports as a key contributor to Minnesota’s manufacturing output, punching above its weight. The city could host regional events – imagine a “Southern Metro Manufacturing Summit 2030” held at The Confluence event center, where other cities come to learn from Hastings’ experience!

Ultimately, the future outlook for Hastings’ manufacturing is one of cautious optimism and excitement. The challenges are real but so is our resolve. We have a vision of industries that are high-tech, high-skill, clean, and profitable – providing jobs that let families live the American dream right here in Hastings. And we have a community that cherishes both its heritage and progress, providing fertile ground for that vision to become reality.

If stakeholders follow through on the strategies in this report, Hastings will likely see its manufacturing sector not only survive but thrive in the coming years – evolving with the times, seizing new opportunities, and remaining the bedrock of the local economy. The collaborative spirit of H-town, coupled with strategic foresight, virtually guarantees that whatever the future holds, Hastings will innovate and persevere, as it always has.

Conclusion

In conclusion, the manufacturing industry in Hastings, Minnesota stands as a testament to the city’s enduring spirit of innovation, hard work, and community collaboration. From its early days forging Minnesota’s first steam engine to its modern role crafting high-tech plastics and precision woodwork, Hastings has continually reinvented its industrial base while preserving the close-knit character that defines “H-town.” This comprehensive report has explored the sector’s historical evolution, its current strengths, economic impacts, competitive positioning, and the many ways it engages with and enriches the community. We have also confronted the challenges on the horizon and laid out strategic recommendations to navigate them successfully.

The picture that emerges is one of a dynamic yet stable ecosystem. Hastings’ manufacturers – large and small, old and new – are more than just businesses; they are hometown institutions that fuel the local economy, provide livelihoods for thousands of residents, and contribute to the civic life of the community. The industry’s economic contributions are significant: millions in wages and taxes, a multiplier effect that supports a web of other local businesses, and products that carry the Hastings name far and wide. Equally important are the social contributions – the sense of purpose and pride that comes from building something tangible, the charitable deeds and civic leadership by company owners and employees, and the heritage passed down through generations of skilled tradespeople.

We found that Hastings does not face its future in manufacturing passively. City leaders, educational partners, and the businesses themselves are proactively shaping the conditions for growth and success. Initiatives are underway to train the next generation of workers, to modernize infrastructure, to attract investment, and to market our unique story. This alignment of effort is one of Hastings’ superpowers – the silo-breaking teamwork between public and private sectors that many communities aspire to, Hastings is actually doing. It’s the reason why challenges like an aging workforce or stiff global competition, while serious, are being met with practical solutions in real time.

The strategic growth recommendations detailed in this report provide a roadmap for each stakeholder group. If local manufacturers execute on innovation and workforce strategies, if supporting businesses rally around them with tailored services and promotion, and if city officials continue to provide visionary, business-friendly leadership, Hastings’ manufacturing sector will not only remain healthy – it will reach new heights. The recommendations are not pie-in-the-sky; they are grounded in Hastings’ proven capabilities (we have, for example, already seen how a single project like The Confluence can turn an industrial brownfield into a community jewel ​hastingsnow.com– imagine replicating that ingenuity in workforce training or marketing initiatives).

A recurring theme of this report has been balance. Hastings has struck a balance between honoring its historical roots and embracing change. It balances economic growth with quality of life. It balances big-picture planning with the small-town personal touch. Going forward, maintaining this balance will be key. We envision a Hastings where cutting-edge factories operate next to heritage landmarks, where a machinist can finish a shift and walk to the riverfront for a concert, where high school grads can choose a technical career at a hometown company and earn a great living, and where retirees reflect proudly on the products they made and mentors they became.

The community as a whole – from residents and educators to entrepreneurs and city staff – should take pride in what has been achieved and what is on the horizon. Hastings has shown that manufacturing is not a relic of the past but a vital, vibrant part of its present and future. The “Comprehensive Industry Report & Strategic Growth Recommendations” we present here is both a celebration of Hastings’ manufacturing journey and a call to action for all of us to play a role in its next chapter. Implementing these strategies will require effort and perhaps some bold decisions, but the payoff is a stronger local economy, more opportunities for families, and the preservation of that special Hastings character for generations to come.

In closing, Hastings’ manufacturing industry has every reason to be optimistic. The city’s motto could well be “Local Roots, Global Reach” – we build on our local strengths to compete and thrive in a global marketplace. By continuing to invest in people, foster innovation, and work together with the trademark Hastings camaraderie, we can ensure that our factories and workshops remain a cornerstone of the community. As we move forward, let’s remember that every product stamped “Made in Hastings” carries with it the pride of an entire town. Hastings has been making quality products – and making history – for over 150 years. With the strategies outlined in this report, and the dedication of those who call Hastings home, we will ensure that this proud tradition of manufacturing excellence not only survives, but truly thrives well into the future.

Together, we will build it – and build it to last – right here in Hastings.