Nonprofit Industry Report: Hastings, Minnesota

Executive Summary

Hastings’ nonprofit sector is the heart of its community, driving social support, culture, and civic pride. This report offers an engaging overview of Hastings, Minnesota’s nonprofit industry – from its historical roots to future outlook – in a friendly, easy-to-read format. Key highlights include Hastings’ long tradition of neighborly charity, a diverse range of nonprofit organizations, strong volunteer participation, and significant economic contributions. For instance, Hastings hosts over 230 nonprofit organizations with nearly $38 million in annual revenues​, spanning human services, health care, arts, environment, and more. Local nonprofits employ hundreds of residents (the city’s nonprofit hospital alone employs ~400 staff​) and engage thousands of volunteers each year. Minnesota consistently ranks among the top states for volunteering – about 2 in 5 adults volunteer statewide​ – and Hastings exemplifies this spirit through events like the annual Gobble Gait run each Thanksgiving.

Hastings nonprofits address critical needs (food security, youth development, senior services, veterans support) while also enriching community life (festivals, arts programs, environmental education). They collaborate with schools, businesses, and city leaders to maximize impact. Findings show that the nonprofit sector bolsters the local economy (providing jobs and services that would otherwise fall to government) and enhances quality of life in Hastings. However, challenges such as limited funding pools, volunteer burnout, and competition for grants persist.

Overall, Hastings’ nonprofit industry is resilient and community-driven. The sector’s strengths lie in its deep local roots, passionate leadership, and volunteer base. Strategic opportunities exist to leverage technology, forge new partnerships, and engage the next generation to ensure long-term sustainability. This report concludes with tailored recommendations for nonprofits, local businesses (retail and hospitality), and civic leaders to collaboratively build on Hastings’ strong foundation of community service. By working together on shared goals, Hastings can continue to thrive as a caring, connected community well into the future.

Historical Background and Evolution

Hastings, founded in the mid-19th century, has a rich tradition of neighbors helping neighbors. Early charitable efforts often centered around churches, service clubs, and community drives. A milestone came in 1964 when the United Fund was established (now the United Way of Hastings) – creating a unified campaign to support local charities​. This marked one of the first coordinated philanthropic initiatives in the city, setting a precedent for compassionate support and collaboration among civic leaders. Throughout the 1960s, many Hastings residents were already volunteering informally, but the formation of a formal United Way chapter helped channel resources into pressing community needs.

By 1970, a pivotal grassroots effort gave rise to Hastings Family Service (HFS). The origins of HFS are a heartfelt local legend: a school nurse noticed children coming to class without proper winter clothing and reached out for help​. In response, community member Dawn Sheridan gathered coats in her basement with friends Mary Jean Engstrom, Virginia McHale, and Lew Linde. Their “Clothes Closet” initiative grew rapidly. On April 21, 1970, these four founders officially incorporated Hastings Family Service as a nonprofit​, with a $1,500 grant from the United Way enabling them to rent a space. Dawn Sheridan (later Dawn Beedle) became HFS’s first director​. This humble start – volunteers distributing clothing to neighbors in need – embodies Hastings’ charitable spirit and remains a proud part of local lore.

Throughout the 1970s and 1980s, Hastings saw the emergence of numerous service organizations and foundations. Churches expanded their outreach programs, the American Legion and VFW posts supported veterans and local causes, and civic groups like Rotary and Lions began scholarships and community projects. In 1987, the Hastings Prescott Area Arts Council (HPAAC) was founded (initially as a volunteer coalition) to promote the arts, reflecting a growing recognition of cultural philanthropy. By the 1990s, environmental stewardship also took root with efforts like the Carpenter St. Croix Valley Nature Center (whose Minnesota campus is just outside Hastings) preserving natural land for public benefit.

Community leaders have long championed charitable causes in Hastings. For example, in 1998 Mayor Mary Fasbender co-founded the Gobble Gait charity run (with Jay Kochendorfer and others) as a fun way to give back​. Meanwhile, local families established memorial funds and small family foundations to honor loved ones through charitable works. Over time, Hastings’ nonprofit landscape evolved from informal volunteerism to a more organized sector, yet it retained the close-knit, personal touch of a small town. Longtime residents still recall events like food drives, benefit dinners at church basements, and holiday giving trees as part of growing up in Hastings – evidence that charitable traditions are woven into the city’s fabric. This strong historical foundation set the stage for the robust and diverse nonprofit community Hastings enjoys today.

Current State of the Nonprofit Industry

Today, Hastings boasts a vibrant and diverse nonprofit sector that serves residents across many areas. The city’s nonprofits range from small volunteer-run clubs to large, professionally staffed organizations. Key sectors include:

• Human Services & Basic Needs: Hastings Family Service remains a cornerstone, providing food shelf access, emergency financial aid, a thrift store, and other support to local families facing hardship. HFS has expanded from its clothing closet origins to a multifaceted agency offering programs like a client-choice food market, Meals on Wheels, and school break meal packs for kids. In 2023 alone, HFS volunteers donated over 24,700 hours of service (equivalent to nearly 12 full-time staff) to help neighbors in need​. Other human service nonprofits have emerged as well – for example, Rise Up Recovery, founded in recent years, offers peer support and recovery services for those overcoming addiction in the Hastings area, addressing the growing concern of substance abuse.

• Health Care & Wellness: The largest nonprofit employer is Allina Health’s Regina Hospital, a 57-bed not-for-profit hospital that has served Hastings since 1953. Now part of Allina Health, Regina Hospital employs almost 400 people and over 250 medical staff​, providing critical health services and emergency care locally. Adjacent to the hospital is the Regina Senior Living facility (operated by a nonprofit Catholic health system), offering long-term care for elders. Additionally, organizations like United Way of Hastings play a role in health and wellness by funding mental health initiatives, youth nutrition programs, and dental care for low-income children. Hastings is also home to Minnesota Adult & Teen Challenge Southeast (a faith-based recovery program) and Allina Health Hospice services, illustrating the range of health-related nonprofits.

• Arts, Culture & Heritage: The Hastings Prescott Area Arts Council (HPAAC) champions local arts. It hosts events like an annual Arts Gala honoring local “arts heroes” and supports public art projects and arts education​. HPAAC and the city’s Creative Arts Council have collaborated on bringing murals and sculpture installations to downtown and parks. Black Dirt Theater, a community theater group named after the region’s fertile soil, produces plays and musicals featuring local talent. In the historical realm, the Dakota County Historical Society operates the LeDuc Historic Estate in Hastings, preserving local history and offering educational tours (often supported by volunteers and donations). These cultural nonprofits add vibrancy to the community, from summer concerts at Levee Park to art exhibits at the Hastings Art Center.

• Youth Development & Education: Numerous programs focus on young people. The United Way of Hastings puts an emphasis on youth in its mission, funding initiatives for early literacy, mentoring, and school success​. Hastings schools themselves partner with nonprofits: for example, Hastings High School students collaborate with HFS each year on an “Empty Bowls” fundraiser to fight hunger, combining art and activism. Youth sports associations are typically volunteer-run nonprofits too (hockey, soccer, Little League, etc.), ensuring kids have access to athletics. A unique Hastings-based nonprofit is United Heroes League (UHL), formerly known as Defending the Blue Line. UHL, headquartered on a donated farm just outside town, provides free sports equipment, camp scholarships, and pro sports experiences to children in military families. Since its founding, UHL has distributed over $30 million in equipment, game tickets, and grants to military kids across the U.S. and Canada​ – a national impact from a homegrown organization. This innovative nonprofit draws on Hastings’ strong hockey culture and patriotism, with local military veterans and sports enthusiasts volunteering to sort gear and run events.

• Environmental & Animal Welfare: Hastings’ natural setting at the confluence of the Mississippi and St. Croix rivers inspires environmental stewardship. The Carpenter St. Croix Valley Nature Center (CNC), though serving a broader region, has one of its campuses in Hastings and is a beloved destination for locals. CNC preserves 425 acres of habitat and offers outdoor education to about 10,000 K-12 students and 20,000 visitors each year​. There’s no entry fee, ensuring people of all backgrounds can connect with nature​. On the animal welfare side, Animal Ark in Hastings is Minnesota’s largest “no-kill” animal shelter. Founded in 1977 by Marlene Foote, Animal Ark cares for up to 180 cats and dogs at a time and saves around 700 animals each year​ through adoptions. It’s known statewide for its progressive sheltering model. Another notable group is This Old Horse, Inc., a sanctuary for retired and rescued horses established in 2012 at a farm in Hastings, now caring for dozens of horses and engaging volunteers in equine therapy programs.

• Community and Civic Organizations: Beyond these categories, Hastings has many other nonprofits contributing to community life. The Hastings Downtown Business Association (a nonprofit membership organization) coordinates downtown events like vintage car shows and the holiday parade, indirectly supporting local charities through these gatherings. Faith-based organizations (dozens of churches in Hastings) each have charitable ministries – food pantries, free meal programs, or mission trips – which function as small nonprofits. Social clubs such as the Hastings Lions Club and Rotary Club raise funds for scholarships, park improvements, and global causes. Even the Hastings High School Alumni Association is a nonprofit that keeps graduates connected and raises scholarship funds for current students.

Together, these organizations create a supportive network addressing almost every aspect of community well-being. It’s common in Hastings for nonprofits to collaborate: the United Way convenes coalitions on issues like hunger and youth substance prevention; the city’s Parks & Recreation partners with health nonprofits for wellness events; and churches collectively run initiatives like Love the Hastings (a day of service). Many nonprofits share volunteers – one might see the same individual sorting food at HFS, ushering at a Black Dirt Theater play, and planting trees with a conservation group. This overlapping engagement speaks to the tight-knit nature of Hastings.

Innovation is also present. Some nonprofits leverage technology or novel ideas – for example, HFS modernized its food shelf into a client-choice model to empower clients, and uses data to track outcomes. The Spiral Food Co-op (a cooperatively owned grocery store open since 1979) operates on a not-for-profit ethos to provide organic foods, and it partners with HFS to donate produce for food shelf clients​. Hastings Public Schools have a partnership with United Way to embed social workers in schools, funded by grants and charitable dollars, showing cross-sector problem-solving.

In summary, the current nonprofit industry in Hastings is dynamic, collaborative, and deeply rooted in the community. These organizations not only provide direct services and enrichment, but also foster a sense of identity and pride. From ensuring no child goes hungry or no stray goes unloved, to bringing music and art to life, Hastings’ nonprofits truly touch every generation and corner of the city.

Economic Impact Analysis

Nonprofits are not just doing good in Hastings – they’re also big contributors to the local economy. The nonprofit sector provides jobs, leverages volunteer labor, and brings in outside funding, all of which have tangible economic effects:

• Employment: An estimated 14% of Minnesota’s workforce is employed by nonprofits​, and Hastings reflects this trend. With approximately 22,000 residents, Hastings has several hundred nonprofit employees. The largest single nonprofit employer, Regina Hospital, has about 400 employees on payroll​ (doctors, nurses, technicians, support staff). Add to that the staff of Hastings Family Service (a few dozen employees), the YMCA in Hastings (which runs the community aquatics center), staff at schools and churches (many churches are registered nonprofits employing clergy and administrators), and employees of organizations like the Spiral Food Co-op. All told, nonprofit organizations likely rank among the top employment sectors in the city. These jobs range from entry-level retail positions at thrift shops to highly skilled medical roles – providing diverse opportunities and incomes. Nonprofit wages in Minnesota have been growing and in some regions even surpass for-profit wages​, indicating that these are meaningful careers for locals.

• Volunteer Labor Economic Value: Hastings benefits from an exceptionally strong volunteer culture, which, if quantified, represents a significant economic input. Volunteers donate tens of thousands of hours annually to local causes. For instance, Hastings Family Service volunteers gave 24,701 hours in 2023, equivalent to 11.9 full-time workers​ – effectively nearly doubling HFS’s workforce at no wage cost. If we value volunteer time at roughly $34.47/hour (the average in Minnesota​), those hours represent about $850,000 worth of labor contributed in one year just to HFS. Across all nonprofits – from youth sports coaches to church charity drives – the cumulative volunteer contribution likely reaches several million dollars in value each year in Hastings. This enormous volunteerism not only stretches nonprofits’ budgets further, it also keeps people engaged in the local economy (volunteers often shop or dine locally before/after volunteering events). Notably, Minnesota’s volunteer rate rebounded to 35.5% in 2021​, and Hastings likely meets or exceeds that, given long-standing traditions of civic engagement.

• Financial Throughput and Philanthropy: Nonprofits act as conduits for financial resources, pulling in donations, grants, and service fees and redistributing them through salaries, purchases, and charitable services. According to IRS data, Hastings has 233 registered nonprofit organizations with combined assets of about $74.9 million and annual incomes totaling nearly $38 million​. That $38 million includes government grants, private donations, program service revenue, and fundraising proceeds that flow into the community. Much of it is spent locally – for example, nonprofits pay rent for office space, buy supplies (often from local vendors), and hire local contractors for maintenance or events. Hastings Family Service alone has a budget in the $1–2 million range, funded by local donations and state grants, which it spends on food purchases from local grocery stores, client assistance (rent payments to local landlords, etc.), and staff salaries that largely get spent in town. Another example: an event like the Rotary Club’s annual beer tasting fundraiser brings in funds that are then granted to local school programs and park improvements, injecting money into those projects.

• Tax Base Considerations: By nature, 501(c) nonprofits are mostly tax-exempt and do not pay property taxes or income taxes. At first glance this might seem like a loss to the tax base, but the picture is more nuanced. Nonprofit employees pay income and sales taxes like everyone else, and their spending supports taxable sales at businesses. Many nonprofits also spur economic activity that results in taxable transactions (e.g. a big charity event fills restaurants and hotels, generating sales and lodging taxes). Additionally, nonprofits often relieve burdens on public spending. For instance, the services of HFS or Rise Up Recovery can prevent homelessness or health crises, which saves taxpayer money that would be needed for emergency government assistance or law enforcement. The presence of a nonprofit hospital means local residents get care close to home, potentially attracting patients from outside Hastings as well (who spend money locally during visits). Some nonprofits even voluntarily contribute PILOTs (Payments In Lieu of Taxes) or service fees for city support, though this is not common in Hastings.

• Public Services and Infrastructure Savings: Nonprofits frequently partner with the City of Hastings and Dakota County to deliver public services efficiently. For example, the city doesn’t need to run its own food shelf or youth center because nonprofits fill those roles. The value of these services is substantial. Hastings Family Service’s food programs distribute hundreds of thousands of pounds of food annually to families, improving public health outcomes. The YMCA provides recreation and fitness programs that might otherwise fall to a municipal parks department. Volunteer clean-up events by environmental groups keep parks and riverfront areas maintained, reducing strain on city public works. By leveraging private donations and volunteer manpower, nonprofits expand what the community can accomplish beyond what local government budgets might allow.

In summary, the nonprofit sector is a key economic engine in Hastings. It creates jobs, attracts and circulates millions of dollars, and provides cost-saving services that benefit the overall community. The multiplier effect of nonprofits can be felt in everything from reduced crime (due to youth mentoring programs) to increased tourism (through cultural and nature attractions). While nonprofits themselves are mission-driven and not focused on profit, their activities yield significant economic value – often returning many times more in community benefit than the dollars they take in. As Hastings leaders consider economic development, supporting and growing the nonprofit sector is a strategy that pays dividends both socially and financially.

Competitive Analysis (Regional Comparisons & Fundraising Landscape)

How does Hastings’ nonprofit scene stack up against similar communities in the region? Overall, Hastings holds its own as a vibrant mid-sized city with a strong culture of charity, though it faces some competitive challenges in funding when compared to certain peer cities.

• Comparison to Similar Cities: Compared to neighboring river towns like Red Wing and Stillwater, Hastings has a slightly larger population than Red Wing (22k vs ~16k) and similar to Stillwater (~20k). In terms of sheer number of nonprofits, Hastings has about 233 registered organizations​, which is fewer than Stillwater’s 405​ but in the same ballpark as Red Wing’s 246​. However, the scale of financial resources differs: Red Wing’s nonprofits report a combined income of over $152 million​ – roughly four times Hastings’ $38 million – thanks to major players like the Red Wing Shoe Foundation and a Mayo-affiliated hospital. Stillwater, benefiting from its Twin Cities metro proximity, also shows a higher total nonprofit income (around $124 million​). These figures suggest Hastings’ nonprofit sector, while robust in participation, operates with a smaller funding base relative to some peers. Hastings lacks a large corporate foundation headquartered in town (Stillwater has some Twin Cities wealth and Red Wing has the shoe company’s philanthropy). The biggest Hastings corporate presence, Smead Manufacturing (a national office products company), is privately held and its philanthropic contributions are quieter. This means Hastings nonprofits often must compete for grants with larger cities or rely more on grassroots fundraising.

• Unique Advantages of Hastings: What Hastings may lack in big-money foundations, it makes up for in community cohesion and cross-border collaboration. Hastings sits at the border of the Twin Cities metro and rural southeast Minnesota, giving it access to both urban and rural networks. For example, Hastings nonprofits can tap into Twin Cities grant opportunities (metro-wide funders like Greater Twin Cities United Way or Minnesota foundations) while still enjoying lower small-town costs and a dedicated local donor base. Hastings’ location on the Mississippi also means it benefits from tourism traffic – visitors to the historic downtown or the new Hastings riverfront pavilion often learn about local causes (HPAAC’s public art displays, nature center events, etc.) and sometimes become donors. Additionally, Hastings collaborates with its cross-river neighbor Prescott, Wisconsin (through HPAAC and joint chambers of commerce events), effectively enlarging the community of support. Few towns its size have a national nonprofit like United Heroes League headquartered there; that presence raises Hastings’ profile and attracts celebrity involvement (pro athletes at UHL events) that other cities might envy. Community pride is a strong advantage: many Hastings natives who move away still contribute to hometown causes, especially through online giving days.

• Regional Cooperation and Competition: In Dakota County (where Hastings is the county seat), nonprofits are numerous and sometimes cover overlapping service areas. Hastings nonprofits often collaborate rather than compete with those in nearby cities. For instance, Hastings Family Service coordinates with Neighbors, Inc. (a similar agency in northern Dakota County) to ensure county-wide coverage and to jointly apply for county grants. At the same time, Hastings must compete with better-resourced suburbs for philanthropic dollars. Wealthier suburbs to the northwest (like Eagan or Lakeville) might attract more attention from large corporate donors or the county board. Hastings has worked to differentiate itself by emphasizing its unique needs (some pockets of rural poverty, distance from big-city resources) and its proven track record of efficient, impactful programs. Being on the edge of the metro can sometimes mean being overlooked – Hastings organizations often have to advocate to ensure they get their fair share of statewide funding streams (e.g. state arts board grants, environmental grants). The good news is that Hastings’ results speak loudly: donors see that contributions here directly help a close-knit population, often with immediate visible outcomes (a new playground, a successful food drive, etc.). This high transparency and community connection can sway funding decisions in Hastings’ favor.

• Fundraising Landscape: Locally, Hastings nonprofits rely heavily on events and individual donors. The fundraising calendar is filled with well-known community events: Gobble Gait each Thanksgiving (which by 2024 reached a milestone of over $2 million total raised​), the United Way’s annual “Restaurant Round-Up” (where local eateries donate a portion of proceeds on a given night), Hastings Family Service’s Hastings Tastings gala and summer golf tournament, and various church bazaars and school booster events. These events are successful due to strong volunteer planning committees and generous sponsorship from local businesses. For example, Gobble Gait has major sponsors like local banks and financial advisors that underwrite costs​ – a sign that Hastings businesses see value in aligning with charitable causes. However, the grant funding environment can be competitive. Hastings organizations vie for grants from sources like the Minnesota Department of Human Services, the Dakota County CDA, the Minnesota Arts Board, and regional foundations. They often go up against nonprofits from larger cities with dedicated grant-writing staff. To stay competitive, many Hastings nonprofits have had to professionalize – hiring grant writers or training their staff to write compelling proposals, and tracking program data to demonstrate outcomes. Collaboration is also a strategy: a coalition of area nonprofits might jointly seek a bigger grant than any could alone (for example, a mental health initiative funded by a state grant involves Hastings schools, Regina Hospital, and local nonprofits working together).

• Peer Learning: Hastings also learns from and shares with its peers. The Minnesota Council of Nonprofits provides a platform where Hastings-based nonprofits network with those from other cities, exchanging ideas on fundraising and operations. As a result, Hastings groups have adopted best practices such as donor appreciation events (learning from Stillwater’s community foundation that thanking donors publicly boosts retention) and online giving campaigns (taking a cue from how Northfield’s “Give Day” galvanizes support). Conversely, Hastings has showcased some of its successes – for instance, United Heroes League’s model of engaging national partners (sports teams and celebrities) to support a local nonprofit is something other towns are now emulating for their causes.

In summary, Hastings’ nonprofit sector competes in a regional arena by leveraging its community spirit, partnerships, and demonstrated impact. While it may not have the financial firepower of some neighbors, it compensates with passionate local support and smart collaboration. Hastings enjoys unique assets like national visibility through UHL and cross-community initiatives that broaden its support base. Ensuring continued success will involve nurturing these advantages and remaining agile in the competitive hunt for funds, talent, and volunteers in the region.

Economic & Community Impact

Nonprofits in Hastings generate profound community benefits beyond economics, strengthening the social fabric and often working hand-in-hand with local businesses and government. The synergy between nonprofits and other sectors in Hastings amplifies the positive impact on the city:

• Supporting Local Business: A healthy nonprofit sector often translates to a healthier business climate. Many Hastings businesses actively partner with nonprofits, creating a win-win situation. For example, restaurants host “dine-out” nights where a portion of proceeds go to charity – drawing in crowds on otherwise slow evenings. Retail shops often donate gift baskets or percentages of sales to auctions for causes like the Hastings schools or the youth sports association. This not only raises funds for nonprofits but also gives businesses positive exposure and loyal customers who appreciate their community involvement. Rivertown Days, the city’s summer festival, is organized by the Chamber of Commerce but heavily involves nonprofits (service clubs run food booths, the arts council organizes an art fair, etc.). The festival brings thousands of visitors downtown, benefitting merchants and also allowing nonprofits to fundraise. Additionally, the Downtown Business Association, itself a nonprofit, enhances the historic business district through events and beautification – indirectly supporting nonprofits by keeping downtown vibrant and attractive for benefit events and volunteer gatherings.

• Public-Private Initiatives: Hastings has several examples of nonprofits working closely with city government on community improvements. One such initiative is the Hastings Veterans Home Garden Project, where a coalition of garden clubs (nonprofits) and local businesses donated materials to create therapeutic gardens at the Minnesota Veterans Home in Hastings. The city provided technical assistance and the outcome is a beautiful space that improves veterans’ quality of life and gives the community pride. In parks and recreation, the Hastings Environmental Protectors (an informal nonprofit group) organizes river clean-ups and invasive species removal in partnership with the city’s Parks Department, keeping the riverbanks clean for tourism and fishing. These efforts save the city money and maintain Hastings’ appeal as a river town for businesses like boat rentals or tour operators.

• Community Identity and Pride: Nonprofits contribute immeasurably to Hastings’ sense of identity. Signature events like Gobble Gait (with 2,000+ runners flooding Main Street​ each Thanksgiving morning) or the annual Taste of Hastings (a food festival benefiting the United Way) have become cherished traditions. They draw former residents back to town and give new residents a way to plug into the community, all while showcasing Hastings’ hospitality. Such events often get coverage in local media and even regional news, shining a spotlight on Hastings as a caring community. This positive reputation can attract new families and businesses; people often choose to live or establish a business in places known for strong community values. It’s notable that Hastings’ slogan “A Caring Community” is frequently invoked – and nonprofits are the living embodiment of that. A prospective employer considering locating in Hastings can see that there are active nonprofits and volunteer opportunities for employees, which is attractive for companies that encourage community engagement.

• Improving Quality of Life: The community impact of nonprofits is perhaps most directly felt in the improved quality of life for residents. Children have access to enriching activities (arts classes, scouting, sports) regardless of income, largely thanks to scholarships and programs run by nonprofits. Families in crisis have somewhere to turn – HFS ensures that a job loss or medical emergency doesn’t immediately spiral into hunger or eviction, stabilizing lives and by extension stabilizing neighborhoods. Seniors benefit from programs like Meals on Wheels and senior transportation services (provided by DARTS, a Dakota County nonprofit) which help them live independently longer. These services mean neighbors can age in place, maintaining community bonds and property values. In education, nonprofits supplement what schools can offer: the Hastings Public Schools Foundation (run by alumni and parents) funds classroom innovation grants and extracurricular enhancements, boosting the school system’s quality. Good schools and supportive services make Hastings a more desirable place to live, indirectly supporting property values and local spending.

• Cost Savings and Social Return: Some community benefits can be measured in cost savings or prevention. Nonprofits often address issues proactively, saving costs down the line. For instance, every dollar spent on youth mentoring or after-school programs (like those supported by United Way) can reduce juvenile crime and improve graduation rates, which in turn lowers future policing and welfare costs. The United Heroes League providing free sports gear allows military families to keep kids active – those kids gain teamwork skills and healthy lifestyles, which has long-term positive social outcomes. When Animal Ark finds homes for 700 pets a year, it reduces the number of strays and potential public health/safety issues with stray animals, which the city would otherwise have to deal with. While it’s hard to assign a dollar value to a community having less crime, more high school graduates, or cleaner parks, these are undeniably part of the social ROI (return on investment) nonprofits give to Hastings. Residents experience a safer, cleaner, more cohesive community – outcomes that would cost a municipality much more to achieve through government programs alone.

• Examples of Community Benefit: Consider a few tangible examples: (1) Empty Bowls Event: Led by a high school art teacher and students, this annual event engages local potters to create bowls that attendees purchase, with soup donated by local restaurants. In 2024, it raised nearly $5,000 for Hastings Family Service and Heifer International​. This not only funded food shelf supplies but also brought together students, businesses, and residents in a meaningful way. (2) Artspace River Lofts: A collaboration between the City of Hastings, Artspace (a nonprofit developer), and HPAAC resulted in an affordable live/work loft building for artists downtown. This project renovated a historic structure, provided low-cost housing for creatives (who contribute to the local economy), and preserved downtown’s character – benefiting tourism and community vitality. (3) Beyond the Yellow Ribbon – Hastings: As part of a regional initiative, Hastings formed a “Yellow Ribbon” network that coordinates support for military families (everything from free oil changes at local auto shops to community welcome-home ceremonies). Local businesses, the American Legion, and volunteers work together, improving the lives of service members and projecting an image of a community that cares for its own.

In all these ways, nonprofits act as connective tissue in Hastings – linking businesses, government, and citizens toward common goals. The result is a community greater than the sum of its parts, where economic and social benefits reinforce each other. Hastings reaps not only the direct services nonprofits provide but also enjoys a more engaged populace, a kinder culture, and a reputation as a generous, thriving community. These are deep impacts that will carry Hastings forward well beyond any single fiscal year or project.

Growth Opportunities

While Hastings’ nonprofit sector is strong, there are exciting opportunities for growth and innovation that could amplify its impact. By embracing new events, technologies, partnerships, and infrastructure, local nonprofits can reach more people and work more efficiently. Here are key growth avenues, with some examples and case studies:

1. Expand Signature Events and Create New Ones: Community events are a proven fundraiser and awareness builder in Hastings. There is room to grow them further and introduce new traditions:

• Enhance Existing Events: Gobble Gait is hugely successful – organizers might consider adding a summer “Fun Run” or a spring bike ride event to benefit another cause, leveraging the Gobble Gait brand recognition. Hastings Family Service’s “Hastings Tastings” (food and wine event) could be expanded into a weekend-long food festival or paired with a cooking contest to draw larger crowds. With the new riverfront pavilion, outdoor charity concerts or movie nights could be hosted, perhaps to benefit the arts or youth programs.

• New Community Events: The community could introduce a “Give Hastings Day” – a 24-hour online giving blitz paired with an in-person festival downtown, celebrating all local nonprofits. Other Minnesota cities have done this with great success. For example, Northfield’s “Defeat of Jesse James Days” includes a charity component that raised funds for multiple nonprofits; Hastings could adapt something similar with its historic themes (perhaps a “Rivertown Days Charity Challenge”). Additionally, consider organizing collaborative events: a citywide volunteer day (neighbors join projects at various nonprofits – park clean-ups, food packing – culminating in a picnic celebration) to energize volunteer recruitment.

2. Embrace Technology and Digital Tools: Investing in modern tech can significantly boost nonprofits’ capacity:

• Online Fundraising: Hastings nonprofits should continue leveraging platforms like GiveMN (Minnesota’s online giving portal) to reach donors beyond the local area. Participating actively in statewide Give to the Max Day each November can bring in additional funds if Hastings causes market themselves well on social media. In 2022, many small nonprofits saw double-digit percentage donation increases by optimizing their online campaigns – Hastings groups can replicate those tactics (clear storytelling, matching gift challenges, live updates).

• Donor Management Systems: As donor bases grow, using CRM (Constituent Relationship Management) software helps track and engage supporters more effectively (sending timely thank-yous, personalizing appeals). Some Hastings orgs have already adopted these tools, but smaller ones could pool resources or get trained via the Minnesota Council of Nonprofits tech workshops to implement affordable solutions (like Little Green Light or Bloomerang).

• Volunteer Coordination Apps: With such a large volunteer community, tools like SignUpGenius or VolunteerLocal can streamline scheduling and communications, making it easier for people to find opportunities and for orgs to manage their volunteer workforce. Hastings could even create a central volunteer portal listing all upcoming volunteer needs across nonprofits – a one-stop website for “Volunteer in Hastings” – to encourage cross-engagement and fill critical needs quickly.

• Social Media & Storytelling: Nonprofits can grow their reach by sharing stories consistently on platforms like Facebook, Instagram, and YouTube. Short, heartfelt videos (a client success story, a volunteer profile) can engage younger audiences. For instance, a 2-minute video of a Hastings veteran thanking United Heroes League for helping his kids play hockey could be very shareable, raising UHL’s profile and attracting donations nationwide. Similarly, HPAAC might use Instagram to showcase local artists and promote its events, tapping into the arts community online.

3. Strengthen Partnerships and Collaboration: By working together and with new allies, Hastings nonprofits can do more:

• Inter-Nonprofit Collaboration: Encourage more joint projects like the Empty Bowls event (schools + HFS) or multi-organization grant proposals. Nonprofits could form a Hastings Nonprofit Alliance that meets quarterly to share plans and identify overlap or gaps in services. Through this, they might discover opportunities such as a shared transportation service benefiting multiple client groups or a collective volunteer appreciation event to thank all volunteers in the community (spreading out the effort and cost).

• Business Partnerships: Expand on current business support by creating formal partnerships. For example, a local employer like Smead or Walmart could “adopt” a nonprofit – providing annual sponsorship, employee volunteer days, and board members. If each major Hastings business championed one cause (say, Hastings Family Service or the YMCA), nonprofits would gain stable support and businesses would get community goodwill and team-building for their employees. Also, exploring cause marketing campaigns (where a product’s sale triggers a donation to a nonprofit) with retailers in town could unlock new fundraising streams.

• Regional and Cross-Border Partnerships: Don’t overlook neighbors – collaborating with nonprofits in nearby Cottage Grove, Prescott, or Red Wing on regional issues (like river conservation or bike trail development) can attract funding from larger regional or federal grants. A case study is the Great River Road initiative: multiple river towns jointly promoted tourism and secured grants for signage and amenities. Hastings nonprofits focused on environment and tourism could piggyback on such broader initiatives for mutual benefit.

4. Infrastructure and Capacity Building: As needs evolve, some physical and organizational infrastructure could bolster growth:

• Nonprofit Hub or Co-Working Space: Hastings could develop a shared nonprofit center – an office building or repurposed space where multiple small nonprofits co-locate. This would foster collaboration, reduce overhead costs (shared meeting rooms, office equipment), and create a visible “philanthropy hub” in town. It appears something like this may be in the works with local revitalization projects (e.g., interest in creating a philanthropic and small business incubator district in a historic building). Exploring grants or donor support to establish a Hastings Nonprofit Center would be forward-thinking.

• Training and Skill Development: Growth also comes from investing in people. Providing more training for nonprofit staff and boards in Hastings will pay off. This could mean hosting workshops on grant writing, marketing, or volunteer management (perhaps led by experts from the Twin Cities) – possibly coordinated by the Chamber or City as a capacity-building initiative. In 2024, the Dakota County Regional Chamber named 360 Communities (a Burnsville-based nonprofit) as Nonprofit of the Year​ and highlighted their staff development; Hastings organizations can strive for similar excellence by learning from such models.

• Youth Pipelines: Create formal pipelines to bring youth into nonprofit work, ensuring sustainability. This might involve establishing a Junior Board or youth advisory committee under the United Way or Chamber, where high school students learn about nonprofit leadership. Or expanding programs like Students Taking Action clubs in schools that partner with local charities. If young people have positive, resume-building experiences with Hastings nonprofits, they are more likely to return after college or continue volunteering as adults, sustaining the volunteer pool.

5. Case Studies & Innovations to Emulate:

• Power of 100 Women – Hastings: This relatively new local initiative brings together 100+ women who each contribute $100 at quarterly meetings, then collectively grant around $10,000 to a voted nonprofit. This model, which has chapters nationwide, harnesses small donations into a big impact and is a low-effort fundraiser for the receiving nonprofits. Early success of this group indicates potential for similar models (perhaps a “100 Men Who Care” or a youth version).

• Technology for Good: Hastings could pilot modern approaches like crowdfunding specific projects (using sites like GoFundMe or Kickstarter for a new playground or arts equipment), or adopting text-to-give at events (so attendees can donate on the spot via smartphone). Another idea is using data analytics to identify community needs more precisely – for example, mapping service requests to see if certain neighborhoods are underserved, then targeting outreach there. This kind of innovation can ensure growth is strategic.

• Public Infrastructure Projects: Nonprofits can latch onto larger infrastructure projects to further their mission. The upcoming state trail extension through Hastings could be an opportunity for a health nonprofit to promote active living or for an environmental group to add educational signage along the trail. By being proactive and saying “how can we enhance this project,” nonprofits might secure sponsorships or grants to implement those additions.

By pursuing these opportunities, Hastings’ nonprofit sector can grow in both size and effectiveness, keeping pace with changing community demographics and needs. The city is fortunate to have a solid foundation – growth will be about building on what works (successful events, strong partnerships) and being open to new methods (digital transformation, regional thinking). With creative efforts and collaboration, the next decade could see Hastings become a model community for how small cities can innovate in the nonprofit realm, ultimately bringing even greater benefits to its residents.

Youth & Community Engagement

Engaging the next generation and the broader community is essential for the long-term vitality of Hastings’ nonprofits. Fortunately, Hastings has a strong ethos of involving youth in service and creating volunteer pipelines. There are many programs already in place, and plenty of ideas to further boost youth and community engagement:

Youth Engagement in Nonprofits:
Hastings’ young people are stepping up to serve, often through school-based initiatives:

• School Partnerships: The local schools actively partner with nonprofits. We’ve seen how Hastings High School ceramics students lead the Empty Bowls fundraiser for hunger relief, blending art education with community service. Similarly, elementary and middle schools run annual food drives and penny wars to support Hastings Family Service – instilling charity at a young age. The Hastings High School National Honor Society requires volunteer hours, which many students fulfill by helping at the food shelf, coaching youth sports, or assisting at library events. These structured school channels ensure a steady flow of youthful volunteers.

• Youth Organizations: Groups like Boy Scouts, Girl Scouts, 4-H, and church youth groups are very active in Hastings and frequently take on service projects. It’s not uncommon to see Scouts cleaning up parks, planting trees, or doing Eagle Scout projects that benefit nonprofits (like building shelves for a food pantry or benches for a nature center). The local 4-H club has helped with Carpenter Nature Center programs, demonstrating how youth clubs integrate with nonprofit missions. Engaging these groups with targeted opportunities (e.g., a “Scout Day of Service” at the Animal Ark shelter) can deepen their involvement.

• Leadership and Voice: Some nonprofits are wisely giving youth a voice in leadership. The United Way of Hastings, for instance, emphasizes youth in its focus areas and has involved students in identifying needs (through surveys or youth focus groups)​. A next step could be creating a Youth Advisory Board affiliated with UWH or the City, where students meet to discuss community issues and recommend projects or mini-grants. This empowers youth and gives nonprofits direct insight into the concerns of local teens (which might include mental health, vaping/drug prevention, inclusive activities for those with disabilities, etc.). A past example of youth-led impact: a few years ago, Hastings teens successfully advocated for a public skate park, fundraising alongside adults – a testament to what engaged youth can achieve.

• Volunteer Pipeline: Ensuring that volunteerism is fun and rewarding for youth will keep them engaged. Many Hastings events incorporate youth volunteers – for example, high school sports teams collectively volunteer at Gobble Gait handing out water or directing runners, often turning it into a team bonding activity. Offering recognition can help; Hastings schools could implement a Service Letter (akin to a varsity letter) awarded to students who complete 100+ hours of community service. This exists in some Minnesota districts and has proven to motivate students to volunteer more. Also, highlighting youth volunteers in local media or at city council meetings (e.g., a “Youth Volunteer of the Year” award) would show the community values their contributions.

Broader Community Engagement:
Beyond youth, engaging the wider community – newcomers, retirees, and diverse populations – is crucial:

• Welcome and Outreach: As Hastings grows and new families move in (some drawn by more affordable housing while working in the Twin Cities), it’s important to introduce them to the community’s nonprofit scene. The Chamber of Commerce and City could collaborate on a “New Resident Welcome Packet” that includes information on volunteer opportunities and community organizations. Many people want to get involved but aren’t sure how – a friendly invitation can make all the difference. Similarly, events like the annual Community Expo (where businesses and nonprofits staff booths at the high school field house) help engage residents by letting them meet nonprofit reps face-to-face. Keeping such expos lively and well-publicized will maintain strong engagement.

• Retiree and Senior Involvement: Hastings has a growing senior population, including retirees with valuable skills and time to give. Nonprofits can do more targeted recruitment at places like the Hastings Senior Center or through church senior groups. For instance, an “Experience Counts” volunteer initiative might match retired professionals with nonprofit needs (a retired accountant helping a small nonprofit manage books, or a retired teacher tutoring youth through United Way programs). Many retirees look for purpose in volunteerism; Hastings Family Service and Regina Hospital already have senior volunteers as mainstays – expanding roles like docents at the LeDuc Estate or mentors in 4-H would further tap this resource. One creative idea: a “Grandfriends” program where seniors volunteer in preschool classrooms or with early literacy programs (benefiting kids and giving seniors intergenerational connection).

• Inclusive Engagement: Ensuring that community engagement efforts reach all demographics is important. Hastings, while not very racially diverse, does have families of all income levels and an increasing number of residents of color. Nonprofits and community organizers should strive to include everyone. Offering materials and outreach in Spanish (for the growing Latino population in Dakota County) or hiring bilingual staff/volunteers for events can make a difference. Also, making volunteer opportunities accessible – providing childcare during volunteer events or allowing families to volunteer together – can engage those who otherwise couldn’t participate. Hastings could organize family volunteer days, where parents and kids serve side by side in kid-friendly projects (like packing hygiene kits or planting community gardens), making volunteering a family habit.

• Community Education and Awareness: Sometimes engagement is about spreading awareness of issues and how to help. Hastings Community Education (through ISD 200) already offers classes and forums that occasionally touch on community issues. Partnering nonprofits could host workshops – for example, a “Poverty Simulation” exercise open to the public, to build empathy and recruit advocates for HFS, or a screening of an environmental documentary followed by a panel with local conservation groups. Such educational events turn passive community members into active supporters by enlightening them about local needs. They also provide volunteer leaders (like nonprofit board members) a platform to share their passion and invite others in.

• University and College Connections: While Hastings itself doesn’t have a major college, it’s close to several (Inver Hills CC, Univ. of St. Thomas, etc.). Forming connections with these institutions can bring in youthful energy and ideas. Internships are a great way – local nonprofits could offer internship roles for college students in social work, communications, or nonprofit management. Even if unpaid (though stipends would help), many students seek real-world experience. For example, a marketing student could help a nonprofit revamp its social media for a semester. In return, the nonprofit gains fresh skills and maybe a pipeline of future employees or volunteers. Hastings could also promote service-learning – inviting college classes to do projects in town (e.g., a nursing program student cohort doing their community health project with Regina Senior Living).

• Engaging Community through Creativity: Lastly, engagement can be fun and creative. Hastings could initiate community-wide competitions or challenges related to nonprofit causes – like a “Can Sculpture Contest” where groups build sculptures out of canned goods that are then donated to the food shelf, combining art, friendly competition, and charity. Or a volunteer scavenger hunt (visit 5 nonprofit locations in a day to learn about each, with stamps and prizes). These kinds of interactive ideas turn engagement into a game or social event, attracting people who might not respond to a traditional meeting or appeal.

Hastings is fortunate that community engagement is already high – voter turnout, festival attendance, and volunteer rates are strong indicators. By focusing on youth pipelines and making it easy and rewarding for all residents to plug in, the city can ensure its nonprofits are never short on human capital. The next generation will carry the torch, and with continued community-wide enthusiasm, Hastings’ spirit of volunteerism and civic involvement will only grow stronger.

Environmental & Social Sustainability

Sustainability – both environmental and social – has become a focal point for many nonprofits, and Hastings organizations are embracing practices to ensure long-term viability and equity in their work. Here’s how local nonprofits are advancing green initiatives, equity, and sustainable operations:

Environmental Sustainability Initiatives:

• Greener Operations: Many Hastings nonprofits are adopting eco-friendly practices in their day-to-day operations. For example, Hastings Family Service reduced waste by encouraging grocery donors to provide items in bulk and by composting expired produce. Its thrift store “Rivertown Treasures” inherently promotes reuse by reselling donated clothing and household goods – keeping items out of landfills while funding HFS programs. The Animal Ark shelter implemented a recycling program for cardboard pet food boxes and switched to biodegradable cleaning supplies to lessen chemical impact on the environment. Even community events are going green: the Gobble Gait race has moved to online registration and QR code check-ins to cut down on paper, and they provide water stations with compostable cups to runners.

• Renewable Energy and Conservation: A few nonprofits and churches in Hastings have explored solar energy installations. Notably, Hastings United Methodist Church installed solar panels, which not only power their facilities but also serve as a demonstration site for creation care – inspiring others in the community. If funding allows, other organizations might consider solar; perhaps a future project could see panels added to the roof of the Hastings YMCA or the Nature Center’s visitor center to offset energy costs. On the conservation front, Carpenter Nature Center (CNC) leads by example: it manages its 425-acre preserve with habitat restoration techniques, like prairie burns and invasive species removal, ensuring the land’s health for future generations. CNC’s environmental educators also instill sustainability values in the 10,000 students they teach annually​ – lessons on topics such as water quality in the St. Croix, pollinator protection, and climate change impacts in Minnesota.

• Community-Wide Environmental Efforts: Hastings as a whole has ramped up environmental efforts and nonprofits are key drivers. The city’s transition to single-sort recycling and addition of organics drop-off was advocated by citizen environmental groups. Sustainable Hastings (a grassroots collective) works alongside city committees to promote biking (reducing carbon emissions) and organized an annual Earth Day cleanup that attracts volunteers of all ages. In 2022, volunteers collected over a ton of trash from the Vermillion River and local parks during Earth Week – a direct result of nonprofit coordination. To build on this, there’s potential for creating a Green Partnership where nonprofits, the city, and local businesses collaborate on larger sustainability projects like community solar gardens or a tree-planting campaign (perhaps with a goal of planting 2,025 trees by year 2025 as a symbolic climate action). Such initiatives would solidify Hastings’ commitment to environmental sustainability and engage residents in measurable actions.

Social Sustainability and Equity:

• Diversity, Equity, and Inclusion (DEI): While Hastings is largely homogeneous, local nonprofits recognize the importance of inclusion and equity. Hastings Family Service explicitly states “Inclusion matters” as a core value, striving to create a welcoming environment for all and respecting the dignity of each person​. This means training staff and volunteers to treat clients without judgment and being mindful of cultural sensitivities. Some subtle but meaningful changes include offering halal or culturally specific food items at the food shelf for immigrant families and ensuring translation services are available when needed (through volunteer interpreters or a language line) so that non-English speakers can access help. The United Way of Hastings has also begun applying an equity lens to its funding decisions, aiming to support programs that reach marginalized or underserved groups (for example, initiatives for students with disabilities or low-income single parents).

• Accessible Services: Social sustainability means making sure everyone can benefit from community resources. Hastings nonprofits have taken steps to remove barriers. The no-fee policy at Carpenter Nature Center​ is one example – by not charging admission, CNC ensures that even families of limited means can enjoy nature and learn from exhibits. The YMCA offers sliding-scale memberships so that cost isn’t a barrier to fitness and swimming lessons (critical for safety in this river town). Hastings Community Education runs the SPARK summer program (a free program referenced in search results) for middle-schoolers to have safe, enriching activities, coordinated with nonprofits and local youth workers – this addresses equity by providing learning opportunities regardless of family income. Continually assessing who might be left out and adjusting programs accordingly is part of how nonprofits maintain social sustainability.

• Equitable Governance: Representation matters in leadership. Efforts are underway to diversify nonprofit boards in Hastings, which historically have been older and fairly uniform. Younger board members are being recruited (for instance, HPAAC added a couple of local artists in their 20s to its board to bring fresh perspectives). Gender balance is usually good – many nonprofit boards are led by women – but other forms of diversity are sought. As the community slowly diversifies, nonprofits have opportunities to invite people of color and those from varied backgrounds into decision-making roles. A socially sustainable nonprofit sector is one that reflects the community it serves and proactively seeks input from all stakeholder groups. Hastings’ relatively small size means informal feedback can be gathered easily (like chatting with clients or volunteers), but formalizing that – through surveys or focus groups especially with underrepresented groups – will help organizations ensure they are meeting needs fairly and respectfully.

• Volunteer and Staff Sustainability: Burnout is a concern that touches on social sustainability internally. Hastings nonprofits rely on many passionate individuals; keeping them engaged long-term requires a healthy work/volunteer culture. Organizations are adopting practices to prevent burnout: rotating volunteer duties (so no one person is always stuck with the less popular tasks), offering flexible scheduling, and celebrating accomplishments. Hastings Family Service, for example, holds an annual volunteer appreciation luncheon and gives awards for years of service – a small but meaningful tradition to sustain volunteer morale. For staff, nonprofits have started to provide more competitive benefits (if budget allows) or at least offer perks like additional personal days after big events, to recharge. A sustainable nonprofit workforce is one that feels valued and supported, which in turn ensures continuity of services to the community.

• Long-Term Planning: Part of sustainability is planning ahead. More Hastings nonprofits are developing strategic plans with 3-5 year horizons, considering future community trends (like aging population, or potential economic downturns) and how to remain resilient. They are also building financial sustainability through endowments and legacy giving. For instance, a few residents have left bequests to the United Way and to HFS in their wills – these planned gifts create a cushion for the future. Encouraging more of this (perhaps through a planned giving seminar co-hosted by local financial advisors) will strengthen nonprofits so they can weather funding fluctuations and continue serving decades down the line.

In essence, Hastings’ nonprofits are evolving to be green, inclusive, and forward-thinking, aligning with broader global movements towards sustainability. By caring for the environment, they protect the natural beauty that defines the community. By caring for equity and their own people, they ensure no one is left behind or overextended. These practices will help guarantee that the impact nonprofits have today can continue into tomorrow. Hastings’ reputation as a caring community isn’t just about immediate charity – it’s about nurturing a place where people and nature can thrive together for generations. Nonprofits, with their sustainable approaches, are at the forefront of that vision.

Digital Marketing & Storytelling Strategies

In the digital age, the way nonprofits tell their story and engage supporters online is crucial. Hastings nonprofits, many of which have traditionally relied on word-of-mouth and local press, are increasingly turning to digital marketing to broaden their reach. Below are strategies being employed or recommended – from social media and collective branding to tapping into influencers – that can elevate Hastings’ nonprofit causes:

1. Strong Social Media Presence:
Nearly every major Hastings nonprofit now maintains a Facebook page at minimum, with several on Instagram and Twitter. Consistency and content are key:

• Share Impact Stories: Followers need to see the human (or animal) impact of each organization’s work. Hastings Family Service, for example, periodically posts anonymized client success stories – a family that avoided eviction or a student who got a scholarship – to highlight outcomes. The Hastings Prescott Arts Council shares photos and videos of local art performances or student art contest winners, putting faces to their mission. These stories, especially with compelling visuals, tend to get shared widely, pulling in new supporters.

• Use Video and Live Streams: Video is powerful. A short video tour of the new food shelf market or a before-and-after of a pet rescue at Animal Ark can touch hearts quickly. Hastings Community TV and HastingsNow (a local online news source) have helped by filming segments on nonprofits. Nonprofits should also feel confident to go live on social media during events – e.g., live-streaming the start of Gobble Gait with the cheering crowd, or a quick live interview with a volunteer at a fundraiser. This creates an inclusive experience where even those not physically present get engaged (and might donate online while watching).

• Interactive Content: Encouraging community interaction online boosts engagement. United Heroes League might run a campaign asking supporters to post a photo of themselves or their kids in sports gear with the hashtag #HeroesLeague to show support for military families, potentially even getting a retweet or mention from one of their pro athlete ambassadors (UHL has several NHL and MLB players as supporters, which is a huge draw on social media). Similarly, a local challenge like “10 Days of Thanks” in November, where people daily post something they’re thankful for along with a link to donate to Hastings nonprofits, could go viral locally.

2. Collective Branding & Campaigns:
There is power in numbers. Hastings nonprofits can benefit from joint marketing efforts:

• Unified Messaging: Consider creating a collective brand identity for Hastings charities. For example, using a hashtag like #HastingsHelps or #HeartOfHastings on all nonprofit posts would link them together. During certain times (like Give to the Max Day or National Volunteer Week), all nonprofits could temporarily adopt a common profile frame or banner expressing “Proud Hastings Nonprofit” to show solidarity. This unified front signals to the public that while missions differ, all are working toward a common goal of improving the community.

• Collaborative Campaigns: A city-wide giving campaign could be launched, something akin to “Hastings Gives Back Month”. Each week of the month highlights a different sector (Week 1: Hunger and Housing, Week 2: Youth, Week 3: Arts & Environment, Week 4: Health & Wellness). Nonprofits in those categories collectively promote that week’s theme, share each other’s posts, and maybe appear together on a Facebook Live roundtable. This cross-promotion exposes each nonprofit to the others’ supporter bases, multiplying reach. It also tells a more comprehensive story of community needs and how various groups are addressing them.

• Email Newsletters & Blogs: While social media is great, email is still a powerful tool for deeper storytelling. Nonprofits might coordinate their newsletter schedules or even contribute to a shared “Hastings Community Blog” – perhaps hosted by HastingsNow or the Chamber – where each month a different nonprofit writes a feature story. This blog could then be shared by all. It not only improves SEO (lots of relevant local content online) but also provides content for social sharing. For SEO optimization, ensuring each nonprofit’s website is rich in local keywords like “Hastings, MN community food shelf” or “volunteer in Hastings Minnesota” will help those seeking services or volunteer opportunities to find them via Google.

3. Engaging Local Influencers and Media:
Influencer marketing isn’t just for big brands – on a community level, local influencers can be champions for nonprofits:

• Community Leaders as Ambassadors: High-visibility locals such as the Mayor (who already champions Gobble Gait), school principals, popular teachers or coaches, and business owners can use their platforms to shout out nonprofits. For instance, a beloved Hastings High coach tweeting or posting about the need for youth mentors for Big Brothers/Big Sisters could spur action among alumni and students. The idea is to personalize the ask – when people see someone they respect endorsing a cause, they’re more likely to join in. Nonprofits can cultivate these ambassadors by keeping them informed and inviting them to be part of campaigns (perhaps dubbing them “Hastings Heroes” in the fight for good).

• Hometown Celebrities: Every town has its notable former residents. Hastings is the hometown of some public figures (for example, NFL Hall-of-Famer Paul Molitor was born in St. Paul but raised in the area, or actress Kim Ode grew up nearby – hypothetical examples). If any celebrities or well-known figures have Hastings ties, reaching out to them for a supportive quote, social media mention, or appearance at an event can significantly boost visibility. Even a short video message from a famous Hastings alum saying “I’m proud of what my hometown is doing to help others – join me in supporting XYZ charity” can create buzz. United Heroes League has done this exceptionally well by leveraging pro athletes as ambassadors; other causes can think creatively (maybe a renowned artist originally from Dakota County lending support to HPAAC’s art scholarship program).

• Local Media & Content Creators: The Hastings Journal, Hastings Star Gazette (now primarily online/Facebook-based), and KDWA radio are all important for spreading news. Ensuring they receive press releases and human-interest stories is basic but vital. Additionally, collaborating with content creators – for example, a local photographer might volunteer to do a photo series on “Faces of Hastings Volunteers” that gets shared online, or a drone hobbyist could film overhead footage of a charity run and post it on YouTube. These unique content pieces draw interest. Hastings Community TV can broadcast nonprofit PSAs or short documentaries (students in the Hastings High video production class could even be enlisted to create these as projects).

• Testimonials & Reviews: Encourage satisfied clients or volunteers to leave positive reviews on platforms like Facebook, Google, or GreatNonprofits.org. When someone searches for charities in Hastings, seeing 5-star feedback (e.g., “Hastings Family Service helped my family in a tough time – grateful for this community gem!”) builds trust. Sharing these testimonials in graphics or videos (with permission) on social media also underscores impact through real voices.

4. Creative Campaign Ideas and Storytelling Hooks:
A bit of creativity can make campaigns stand out:

• Themed Campaigns: Tie storytelling to themes or challenges. For example, a “Walk a Mile in Their Shoes” campaign could have staff or volunteers take turns walking a mile every day for a month and sharing reflections to simulate the experience of clients who lack transportation and must walk – then appealing for donations for bus tokens or a transportation fund. The key is a narrative hook that draws empathy.

• Countdowns and Milestones: Use milestones as marketing moments. As Hastings Family Service approached 50 years in 2020, it did a series of #50YearsOfHope posts, sharing historical photos and milestones, which kept audiences engaged and aware of their longevity and reliability. Likewise, as Gobble Gait crossed $2 million raised​, that was celebrated online with infographics and videos of the founders – turning a statistic into a shareable achievement. Nonprofits should highlight these numbers and anniversaries, and count down to goals (like “500 backpacks to fill – help us get there by Aug 1!” with progress updates).

• Humanize the Mission: One of the oldest adages in nonprofit storytelling is “show a person, not a problem.” Hastings orgs have plenty of heartwarming individuals to feature – the longtime volunteer who has delivered meals for 20 years, the child who empties her piggy bank to donate, the family that turned tragedy into charity. By telling these stories with care and positivity (and with permission/anonymity where needed), nonprofits can deeply connect with readers. These stories can be rolled out as weekly “Community Spotlight” posts, possibly in partnership with HastingsNow’s community blog​ which aims to highlight inspiring neighbors and nonprofits. In a friendly town like Hastings, chances are readers will recognize the people in the stories (“Oh, I know him from church!”), making the content even more relatable and likely to be shared.

5. Influencing the Next Generation (the TikTok/YouTube strategy):
If Hastings wants to engage younger donors or volunteers (teens and 20-somethings), exploring newer platforms is worthwhile:

• TikTok Challenges: While not every nonprofit needs a TikTok, a few could experiment. For instance, a TikTok challenge where teens film themselves doing a small act of kindness or volunteering and tag #HastingsCares could catch on at the high school. Peer influence is strong – seeing friends do it might motivate others. A light-hearted example: Animal Ark could do a “flip the switch” TikTok showing a sad animal face turning happy after adoption, to encourage pet adoptions or foster volunteers, riding on a trending format.

• YouTube Content: Longer-form storytelling or educational content can live on YouTube. The Nature Center might start a series of short nature lessons or wildlife releases on YouTube, attracting not just locals but nature lovers globally (who might then donate to the center). A channel named “Hastings Heart” could theoretically compile videos from various nonprofits, functioning like a community story repository. Given that YouTube is the second-largest search engine, having content there labeled with Hastings and nonprofit keywords could draw in random viewers who care about those causes and now learn about Hastings’ efforts.

• Collaboration with Young Influencers: If there are local youth who are micro-influencers (every town has some – maybe a teen with a popular skateboarding Instagram or a young mom with a blog), nonprofits can partner with them. For example, a local mom blogger could feature the Early Childhood Family Education (ECFE) program’s nonprofit “Mom’s Morning Out” events, or a fitness vlogger might film a segment at a YMCA charity fitness challenge. These collaborations bring authenticity and tap into existing follower communities.

In implementing these strategies, it’s important that the tone remains friendly, genuine, and aligned with Hastings’ community values. The goal of digital marketing and storytelling isn’t just to raise funds, but to build a community of supporters who feel emotionally connected to the missions. By sharing compelling stories, uniting under common messages, and engaging people where they are online, Hastings nonprofits can amplify their reach exponentially. Already, we see signs of this working – engagement on posts is up, online donations are rising, and younger volunteers are finding their way to causes via social media. With continued focus on effective storytelling and a dash of creative marketing, the collective impact of Hastings’ nonprofit sector will be known far and wide.

Strategic Recommendations for Key Stakeholders

To maximize the benefits of the nonprofit sector in Hastings, each group of community stakeholders has a role to play. Here are tailored strategic recommendations for nonprofits themselves, local retailers and businesses, the hospitality/tourism sector, and city leaders/government:

For Nonprofit Organizations:

1. Deepen Collaboration: Form a Hastings Nonprofit Network that meets regularly to share resources. Collaboratively apply for grants (especially county/state grants favoring multi-agency cooperation) and consider co-hosting fundraisers to avoid event fatigue in the community. Present a united front on community-wide issues (e.g., hunger, youth vaping) so messaging is consistent.

2. Invest in Capacity: Budget for staff training in grant writing, technology, and DEI practices – a more skilled team can unlock new funding and serve clients better. If individual budgets are tight, nonprofits can jointly sponsor a training workshop in town. Also, cultivate the next generation of leaders by offering internships or junior board positions to young professionals, ensuring leadership succession.

3. Marketing & Outreach: As discussed, embrace digital storytelling. Additionally, refine your “elevator pitch” and case for support – ensure every board member and volunteer can clearly articulate your nonprofit’s impact in 1 minute. Update websites to be mobile-friendly and include easy “Donate” and “Volunteer” buttons (many people decide on the fly via their phones). Engage past beneficiaries to share testimonials, adding authenticity to outreach.

4. Volunteer Care: Continue prioritizing volunteer appreciation and flexible engagement. Institute feedback loops (surveys or suggestion boxes) so volunteers feel heard. Experiment with micro-volunteering opportunities (tasks that take 1-2 hours) to attract busy community members who can’t make long commitments. Recognize that volunteers are your best ambassadors – treat them like valued team members.

5. Measure and Communicate Impact: Develop simple metrics for success and share them. Whether it’s pounds of food distributed, art classes held, or acres of prairie restored, quantifying your achievements (and progress toward goals) builds credibility with funders and the public. Use infographics in annual reports or social media to make stats digestible. For example, “This year, 325 Hastings seniors received hot meals thanks to our volunteers – that’s 18,000 meals served!” These numbers resonate and rally support.

For Local Retailers and Businesses:

1. Partner with Nonprofits: Identify a cause that aligns with your business values or customer interests and build a partnership. For instance, a pet supply store in Hastings could partner with Animal Ark to promote pet adoption days, offering discounts to new pet parents and donating a portion of sales on those days to the shelter. A bookstore might collaborate with the Friends of the Library or a literacy program for kids. Such cause marketing not only aids the nonprofit but also attracts customers who care about that cause​.

2. Sponsor and Support Events: Continue and expand sponsorship of events – not just the big ones like Gobble Gait, but also smaller galas, school fun runs, etc. Even in-kind contributions (printing services, gift cards for silent auctions, catering) help nonprofits reduce costs. Consider forming a “Business Champions Circle” where businesses commit to annual sponsorship of at least one major event or program. The goodwill and positive media exposure from these sponsorships can enhance your brand image in the community.

3. Employee Volunteer Programs: Encourage your employees to volunteer with local nonprofits. You could organize a company volunteer day (closing shop for an afternoon to have the team volunteer together) or offer a perk like a paid day off for volunteering a certain number of hours. Businesses like Target have long done this and seen improved employee morale. In Hastings, a small business doing this would stand out as a community-minded employer. Share photos of your team volunteering on your business’s social media – it humanizes your brand and might inspire other companies to follow suit.

4. Donation Drives at Stores: Use your physical locations to facilitate community giving. A grocery store can host a food donation bin year-round for HFS. A coffee shop could have a “tip jar” that actually goes to a different nonprofit each month (advertise which cause is being supported). Retail windows can be offered for nonprofit displays during campaign times (imagine downtown shops featuring posters for the United Way or the Arts Council’s gala). These actions integrate charity into daily commerce and make supporting causes convenient for customers.

5. Joint Promotions: Collaborate with nonprofits on promotions that draw traffic to your business. For example, “Shop for a Cause” nights where a percentage of sales between 5–7pm go to a charity often bring a boost of customers. A fitness center might hold a charity workout class with a suggested donation at the door. Such events create a sense of community in your commercial space and can attract new clientele who come for the cause and discover your business.

For the Hospitality & Tourism Sector:

1. Cause-Related Tourism: Incorporate local causes into the tourism experience. Bed-and-breakfasts or hotels can offer an optional $1/night add-on donation that goes to a local nonprofit (“Sleep for Good – add a dollar to support our food shelf”). Visitors often appreciate the chance to contribute. Promote Hastings as a town that cares by highlighting community projects – perhaps include a brochure in guest rooms about Hastings’ nonprofits and how guests can visit or support (like stopping by the Nature Center or the LeDuc Estate tour, which supports the Historical Society).

2. Events to Draw Tourists: Work with nonprofits to create events that not only serve locals but also draw regional visitors, filling restaurants and hotels. Examples: a summer River Arts Festival (led by HPAAC, featuring live music, art booths, theater performances) or a Harvest Weekend where the Nature Center, local farms, and food nonprofits host a pumpkin patch, corn maze, and farmers market fundraiser. Package these events in tourism marketing – a visitor from the Twin Cities might come for a charming festival and leave having supported Hastings causes. Rivertown Days already draws many; expanding its charitable elements (like adding a fun run or charity raffle that weekend) could further blend tourism with philanthropy.

3. Cater to Volunteer Travelers: There’s a niche of travelers who do service on vacation. Hastings could promote “voluntourism” opportunities – e.g., a family visiting for a week could spend a morning delivering Meals on Wheels or help build a Habitat for Humanity house in the area, arranged in advance. While this is more common in exotic locales, even a small town can attract those looking for meaningful experiences. The hospitality sector can facilitate by coordinating with nonprofits and perhaps offering a “volunteer vacation” package with a discounted stay.

4. Storytelling in Hospitality Venues: Restaurants and cafes often decorate with local photos or stories. Why not include nods to nonprofits? A farm-to-table restaurant might mention their leftover food goes to the food shelf to prevent waste, aligning with sustainability values. A brewery might brew a special beer named after the river or a local cause and donate part of its sales (some breweries do “charity pints” regularly). Telling these stories on menus or chalkboards engages diners in the community ethos. Visitors who see how integrated nonprofits are may be inspired to donate or come back for charity events.

5. Leverage Online Reviews and Press: Encourage satisfied visitors to mention the community feel or charitable aspects in online reviews (“We loved that our hotel supports local charities!”). Meanwhile, pitch human-interest travel articles – e.g., “Small Town, Big Heart: Hastings, MN Offers Tourists a Chance to Give Back” – to travel bloggers or regional magazines. This can differentiate Hastings from other destinations, casting it as a model of community tourism where visitors are not just consumers but contributors.

For City Leaders and Policy Makers:

1. Facilitative Policies: The City of Hastings can adopt policies that lower barriers for nonprofits. For example, make it easy and free (or very low-cost) to get permits for charity events, block parties, or use of public spaces. Streamline approvals for signage or temporary banners that promote nonprofit events. The less red tape and expense, the more nonprofits can put energy into impact. The city might also consider a small grants program or matching fund for neighborhood initiatives (like matching dollars raised by a neighborhood for a playground) to encourage grassroots projects.

2. Recognition and Inclusion: Continue to recognize nonprofits as key partners in city plans. Invite nonprofit representatives to be part of relevant City task forces or planning committees (e.g., a human services task force, or park planning if a group does park clean-ups). Formally recognizing top volunteers or organizations with awards at City Council meetings (perhaps an annual “Mayor’s Community Service Award”) can show that the city values their contributions. On the civic side, ensure nonprofits are connected during city emergency planning – as seen in other communities, nonprofits often become front-line responders in crises (sheltering people during floods, distributing supplies), so include them in preparedness exercises.

3. Infrastructure Support: The city can assist with physical infrastructure that benefits nonprofits, such as offering unused city-owned buildings for meeting space or storage at little or no cost. If there’s an old fire station or school that’s vacant, explore turning it into that proposed Nonprofit Hub or a community center where organizations can have offices or host programs (perhaps via a nominal lease). Also, invest in amenities that indirectly help nonprofits: for instance, expanding public transportation or shuttles helps clients reach services (Hastings is working on improving transit – ensure nonprofits have a voice in routing decisions).

4. Promotion and Endorsement: Use the city’s communication channels to boost nonprofit efforts. The city website and social media can have a section for community events/volunteer ops, essentially giving free advertising to nonprofits. The Mayor and Council members, as public figures, can champion fundraisers by attending and speaking (which often draws more attendees and media). Where appropriate, the city can even co-sponsor events alongside nonprofits to signal endorsement. For example, a city proclamation for “Hastings Nonprofit Week” each year could tie in with a series of activities highlighting different charities each day.

5. Funding and Resource Leveraging: While city budgets are tight, leaders can help nonprofits find funding through advocacy. This could mean lobbying county, state, or federal officials for grants that would benefit Hastings projects (like a federal community development block grant to expand a food shelf facility). City officials often have connections and can write letters of support for grant applications – doing so for nonprofits shows a united front and can sway funders. Additionally, explore creative funding streams: could a small percentage of revenue from city-run events or facilities be earmarked for a local grant fund? For instance, a $1 “charity surcharge” on each ticket to a city-run event (with clear communication) that goes into a pot nonprofits apply to annually. Or dedicating a portion of any local option sales tax (if Hastings has one for parks/trails) to partner with nonprofits on programming in those parks.

By taking these recommended actions, each stakeholder group will strengthen the whole community ecosystem. Nonprofits cannot do it alone – they thrive best with supportive partners in business, hospitality, and government. Likewise, businesses and the city benefit immensely from the work of nonprofits (as seen in previous sections on economic and community impact). These strategies foster a collaborative environment where everyone’s efforts are aligned toward common goals: a healthy, prosperous, and compassionate Hastings.

Strategic coordination and mutual support among stakeholders essentially creates a virtuous cycle. City leaders supporting nonprofits increases those nonprofits’ capacity to help residents, which in turn creates a more vibrant community for businesses and tourism, which then generates more resources that can be reinvested in the community. Following these recommendations, Hastings can serve as a model small city where public, private, and nonprofit sectors work hand-in-hand to ensure no need goes unmet and every opportunity for improvement is seized.

Comparisons to Regional Destinations

To put Hastings’ nonprofit sector in context, it’s useful to compare it with similar regional destinations. Towns like Red Wing, Stillwater, and Northfield are often seen as peers – historic, scenic Minnesota communities with active civic lives. Each offers some benchmarks and lessons for Hastings:

• Red Wing (pop ~16,500): Red Wing has a strong tradition of philanthropy thanks in part to longstanding companies like Red Wing Shoes and Associated Bank investing in the community. The Red Wing Area Fund and Jones Family Foundation (established by a local philanthropist) have sizable endowments that fund local arts, education, and parks. This has enabled projects like the Anderson Center art residency and the refurbishing of Red Wing’s Sheldon Theatre (a nonprofit performing arts venue) to flourish. Red Wing’s nonprofits report combined assets around $284 million​, much higher than Hastings, indicating the presence of large foundations and institutional nonprofits (the local Mayo Health System, etc.). Red Wing also leverages state and regional partnerships – being part of the Mississippi river town network, it has accessed legacy amendment arts funding and tourism grants. Takeaway for Hastings: While Hastings may not have equivalent large foundations, it could emulate Red Wing by cultivating relationships with its major employers (like how Red Wing Shoes supports its town). Hastings might encourage local successful entrepreneurs or families to start donor-advised funds or foundations specifically for Hastings causes, seeding an endowment for the future. On the programming side, Red Wing’s integrated approach to arts and tourism (using cultural nonprofits to draw visitors) is something Hastings can continue to mirror, especially with the new amphitheater and burgeoning arts scene.

• Stillwater (pop ~20,000): Stillwater, like Hastings, is a St. Croix River city with tourism appeal. It benefits from being in the Twin Cities metro orbit, which means access to more metropolitan donors and volunteers. Stillwater’s nonprofit count is higher (405 organizations​) and it has an active community foundation (the Stillwater Area Foundation) which, though newer, is building assets to address local needs. Stillwater also has some unique nonprofits like the Lift Bridge Association (focused on historic preservation of its iconic lift bridge) and Sustainable Stillwater (a group driving environmental initiatives and recently winning grants for sustainability projects). Stillwater’s experience shows the value of branding the town’s charitable efforts as part of its identity. It frequently ties charitable components into its events (for example, a portion of proceeds from the Lumberjack Days festival go to local charities). Takeaway for Hastings: Continue integrating nonprofits into the tourism and branding of the city. Hastings could capitalize on its own iconic bridge and riverfront by maybe developing a “Friends of the Hastings Bridge & Riverfront” nonprofit similar to Stillwater’s, which could fundraise for beautification, history signage, etc. Also, tapping into the Twin Cities market – Stillwater gets many volunteers from the metro for its events (people treat it as a day trip with a purpose); Hastings can increase that by advertising volunteer opportunities or unique events in Twin Cities outlets. Position Hastings as another charming river town where metro residents can invest their time and money for a good cause.

• Northfield (pop ~20,000): Northfield is a college town (with Carleton and St. Olaf Colleges) and has a reputation for civic engagement and progressive ideas. Its nonprofit landscape is influenced by the presence of higher ed and an educated population. Northfield has a robust community foundation and notable initiatives like the TORCH program (linking at-risk students to college, which is a partnership between schools and nonprofits) and a strong Arts Guild similar to HPAAC. Northfield’s annual Defeat of Jesse James Days festival is a huge tourism draw and heavily involves nonprofits (the committee itself is nonprofit and proceeds benefit local groups). Northfield has also been innovative in social issues – they opened a community-owned grocery (similar to our Spiral Food Co-op) and have a large environmental nonprofit (Cannon River Watershed Partnership) tackling water quality. Takeaway for Hastings: Education partnerships can elevate a town – while Hastings doesn’t have a college, it can still increase collaboration with those nearby or invest in educational nonprofits. Hastings might consider inviting college interns from Northfield’s colleges or Inver Hills to work on community projects, injecting some of that college-town energy. Additionally, Northfield shows that small cities can lead on social innovation (like their multi-organization approach to youth empowerment). Hastings could replicate Northfield’s TORCH model by uniting schools, nonprofits, and businesses to ensure every student graduates and has a plan, addressing root causes of poverty in the long run. Also, learning from Northfield’s festival successes, Hastings’ Rivertown Days could continue to expand its nonprofit integration (perhaps formalizing that a certain percent of net fest profits go into a grant fund for youth programs, etc., as some towns do).

• Other Dakota County Peers: Within Dakota County, cities like Farmington or Apple Valley provide a contrast. They are more suburban with less tourism but have networks like Beyond the Yellow Ribbon and community ed programs. Hastings, being the county seat and more isolated geographically, can play a unique role. Dakota County’s only homeless shelter is relatively new (opened in Eagan after years of advocacy)​; previously the county relied on motel vouchers and nonprofits like Matrix Housing for scattered-site housing. Hastings’ nonprofits, like HFS, often had to fill gaps. Takeaway: Hastings could push to ensure county resources are allocated fairly (e.g., if a county-run shelter or service is far away, maybe lobby for a satellite office in Hastings or funding for transportation). Also, by comparing notes with suburban nonprofits, Hastings can adapt some ideas – for instance, Burnsville’s 360 Communities runs a successful school supply store for teachers; maybe Hastings can replicate that model via United Way to support ISD 200 teachers.

In comparing these communities, one sees that Hastings’ strengths lie in its strong community spirit and volunteerism, which are on par or even surpass those of its peers, while its challenges are primarily related to funding capacity and being on the geographic edge of the metro. Hastings might not have a Fortune 500 HQ or a college, but it has heart and history.

Each town has leveraged its assets: Red Wing its corporate donors, Stillwater its metro access, Northfield its colleges. Hastings can leverage its own assets – its strategic location where two rivers meet, its status as a county seat, its engaged citizenry, and unique organizations like UHL.

Ultimately, rather than pure competition, these regional comparisons foster collaboration. There are already alliances like the Mississippi River Network and Minnesota Main Street program where these towns share ideas. Hastings should continue to engage in those circles, borrowing successful strategies and contributing its own. For instance, Hastings could share with others how it mobilized an entire town around a Thanksgiving run that raises over six figures annually​ – not every city has that! Meanwhile, it can borrow ideas like having a philanthropic challenge grant from a wealthy benefactor (as Red Wing does annually) or conducting a community-wide strategic plan for social services (Northfield did one recently).

In conclusion, Hastings stands proudly among its regional peers. Each comparison offers insight: Hastings might lack some financial advantages but excels in unity and creativity. By learning from others and continuing to innovate, Hastings can ensure its nonprofit sector remains as effective and cherished as those in any comparable city. In fact, the cooperative spirit seen in Hastings could be considered a model for other towns – proving that even without huge endowments, a community can achieve big impacts through collaboration and commitment.

Challenges and Solutions

Despite the many successes of Hastings’ nonprofit community, there are ongoing challenges that must be addressed to maintain momentum. From funding shortfalls to volunteer burnout and staff retention, these issues require proactive solutions. Let’s identify key challenges and offer examples of how they can be solved or mitigated – some drawing on Hastings’ own success stories and others on broader best practices:

Challenge 1: Fundraising Shortfalls & Donor Fatigue
The Issue: Hastings nonprofits often tap the same pool of local donors year after year. With multiple fundraisers throughout the calendar, donors can experience fatigue, and smaller organizations may struggle to meet fundraising goals, especially if the economy is down. Additionally, reliance on a few big events or grants can be risky if those falter.

Solutions:

• Diversify Funding Streams: Nonprofits should strive to balance event revenue with grants, individual giving, and possibly earned income. Hastings Family Service, for example, operates a thrift store which generates a steady stream of funds (earned income) while also serving clients – a model others might emulate in different forms (e.g., an arts nonprofit running a workshop for a fee). Pursuing multi-year grants or developing a monthly giving program can also stabilize income. United Way of Hastings has started a “365 Club” asking donors to give a dollar a day; accumulating many small-but-regular gifts can reduce pressure on single events.

• Collaborative Fundraising: Instead of each group holding separate small fundraisers that nickel-and-dime donors, consider joint campaigns. We mentioned “Hastings Gives Back Month” in the growth section – a collaborative appeal could actually raise more collectively than the sum of isolated efforts because it tells a bigger story and feels like a unified cause. Some communities have implemented a united community appeal once a year, divvying proceeds to various agencies (the old “Community Chest” model); this could be explored if donor fatigue becomes pronounced.

• Engage New Donor Segments: To relieve the burden on the usual supporters, find ways to involve new folks. Younger families or professionals might not be on traditional donor lists – reach them through social media micro-campaigns or through their employers (workplace giving campaigns in Hastings companies, or events like a young professionals mixer that includes a charitable component). Also, don’t forget former residents – a social media campaign targeting Hastings High alumni nationwide, asking them to “give back to the hometown that raised you,” could open a whole new donor segment. Modern online fundraising tools make it easy for someone in Seattle who grew up in Hastings to donate after seeing a nostalgic post about their hometown.

• Success Example: In 2020, during the peak of the pandemic when in-person events were cancelled, Hastings Family Service innovated by holding a “Virtual Food Fight” – a friendly online competition among community leaders to raise funds for the food shelf, with each leader rallying their own network. It injected fun (and a bit of competition) and raised significant funds entirely online. This showed that even when normal events can’t happen, creative alternatives can meet or beat goals. Documenting and repeating such successes (maybe the Virtual Food Fight becomes an annual complement to the in-person Hastings Tastings event) helps reduce reliance on any one method.

Challenge 2: Volunteer Burnout and Recruitment
The Issue: Hastings runs on volunteers, but there’s a risk of overworking the willing few. Some residents wear many hats and may eventually scale back. Meanwhile, recruiting new volunteers – especially younger ones or those with specialized skills – can be difficult. The pandemic also disrupted volunteering routines, and not everyone has returned.

Solutions:

• Flexible and Micro-Volunteering: Recognizing that people have busy and changing schedules, nonprofits should offer short-term or one-off volunteer options in addition to regular commitments. For instance, if someone can’t commit to deliver meals every week, perhaps they can be on an “on-call” list for occasional fill-ins or help with a monthly big delivery. Micro-volunteering might include tasks like helping with a 2-hour mailing project or setting up tables at an event – small asks that more people can say yes to. HFS found success by creating “family volunteer nights” where parents and kids could come together for a single evening to sort food donations – it attracted people who otherwise said they had no time.

• Volunteer Sharing and Coordination: Through the Hastings Nonprofit Network, organizations can share volunteer resources. If one group has a surplus of volunteers for an event, and another is short-handed, an agreement to rally behind each other’s causes can ease pressure. Also, standardizing volunteer orientation across several nonprofits could make it easier for someone to jump in where needed without multiple training sessions. A centralized volunteer portal (as mentioned earlier) can prevent volunteers from being lost just because they didn’t know where they were needed most.

• Appreciation and Growth: Consistent volunteer recognition is essential. From small gestures (free coffee vouchers donated by a café for volunteers) to formal thank-you events, feeling appreciated keeps people going. Also, give volunteers a chance to grow – perhaps a longtime event helper could be invited to co-chair a committee, adding a sense of ownership and new challenge that re-energizes them. Cross-training volunteers (e.g., a museum guide also learning to help in the gift shop) can add variety to prevent boredom or burnout. Many retirees volunteer for social connection; ensuring a positive, friendly atmosphere (maybe with social elements like group lunches or holiday parties for volunteers) can fulfill that need and keep them engaged.

• Success Example: The annual Gobble Gait is a case study in sustaining volunteer enthusiasm. It has been run for 27 years by essentially the same core team​ – including founders now in their 60s – yet it continues to thrive, partly because new younger volunteers are integrated each year under the mentorship of veterans. They’ve created a culture where it’s fun (volunteers often dress in turkey hats or costumes), and they see the impact directly (the morning of, they witness the huge turnout and excitement). Other events have learned from this by making volunteer roles enjoyable and meaningful. The solution here is to replicate that model: pair new volunteers with experienced ones, make it festive, and constantly invite fresh faces so the load is shared over time.

Challenge 3: Staff Turnover and Capacity Constraints
The Issue: Many nonprofits operate with small staffs who wear multiple hats, often for lower pay than the private sector. Burnout and turnover can occur, which is disruptive (e.g., if an executive director leaves, momentum can stall). Hiring skilled staff (like grant writers, social workers) can be tough on limited budgets, leading to capacity gaps.

Solutions:

• Capacity Building Grants: Pursue grants specifically for capacity building. Some foundations fund things like adding a development staffer or investing in tech that improves efficiency. Hastings nonprofits could collectively advocate for or apply to initiatives like the Minnesota Council of Nonprofits’ Capacity Building grants, ensuring that organizations can strengthen their internal operations.

• Shared Staff/Services: If hiring full-time specialists isn’t feasible, consider sharing. Perhaps two or three Hastings nonprofits could jointly hire a grant writer or an IT support person who splits time among them. Or use a retainer model to contract such expertise as needed. This approach has precedent: in some rural areas, a “circuit rider” grant writer serves multiple counties. In Hastings, maybe a “community grant writer” position funded by several agencies or a funder could lift all boats by handling the heavy research and writing for multiple groups.

• Professional Development and Peer Support: Encourage and fund staff to attend trainings, conferences, or peer networks (like Dakota County’s nonprofit roundtables). Sometimes burnout can be mitigated by giving staff new ideas, a sense of professional growth, and a network to lean on. For instance, sending HFS case managers to a state conference on food insecurity might equip them with new tools and renew their passion, as well as attract young talent who see that they can grow in their career even at a smaller organization. Locally, creating a mentorship program where seasoned nonprofit leaders in Hastings mentor rising staffers (perhaps a retiring director from one charity mentors a new program manager at another) can transfer knowledge and reduce the learning curve stress.

• Competitive Compensation via Collaboration: While raising salaries can be hard, nonprofits can collaborate to improve compensation indirectly. For example, a group health insurance pool for Hastings nonprofits might lower costs for each and allow them to offer better benefits. If retention is an issue due to lack of benefits, collectively solving that helps everyone. Also, little perks can go a long way – flexible hours, remote work options (learned from the pandemic), extra holidays, or even barter arrangements (one nonprofit might offer free childcare during staff meetings through a partnership with a daycare nonprofit, etc.). These make staff feel valued even if salaries aren’t top-tier.

Challenge 4: Reaching Underserved Populations & Adapting to Change
The Issue: As demographics and community needs change, some populations may still be underserved. For example, are there isolated rural residents outside city limits not being reached? Are immigrant or minority families accessing services comfortably? Additionally, big societal changes (like pandemics, economic shifts) can quickly alter demand for services, requiring nonprofits to pivot.

Solutions:

• Needs Assessments: Conduct periodic community needs assessments (perhaps as a coalition, so it’s comprehensive) to identify who might be slipping through the cracks. Dakota County and the United Way sometimes do these, but a Hastings-focused one could fine-tune results. If data showed, say, an increase in senior citizens living alone, nonprofits could respond with more senior outreach or advocate for a senior center. Being data-driven ensures challenges are met proactively.

• Outreach and Inclusion: Strengthen outreach in underrepresented areas. This could mean holding “mobile office” hours – e.g., once a month HFS staff goes to a township hall outside Hastings to meet with folks who can’t easily get to town. Or having bilingual volunteers help canvas neighborhoods where English isn’t the first language to explain available services. Building trust is key; partnering with faith communities or cultural groups can open doors. As an example, if there were a growing Hispanic community, partnering with a church that has Spanish services to share info or co-host events would be effective.

• Adaptability Drills: Just as businesses have continuity plans, nonprofits should scenario-plan for crises: What if volunteer numbers drop 50% suddenly? What if donation patterns shift? During COVID-19, Hastings nonprofits adapted remarkably – curbside food pickups at HFS, virtual gala for the arts council, etc. Documenting those lessons and creating playbooks will prepare for future disruptions. Also, diversify program delivery: maintain some virtual options started during the pandemic, as they can reach people who can’t attend in person (webinars for education, tele-mentoring, etc.). Adaptability itself should be a part of nonprofit culture – encourage staff and volunteers to suggest innovations year-round, not just in emergencies.

• Success Example: When the local National Guard unit was deployed, Hastings rallied to support military families (through United Way and Yellow Ribbon networks), offering everything from lawn care to tutors. This was an acute challenge met by quick coalition-building. The solution here was communication – immediate meetings between the Guard Family Readiness, nonprofits, and city to divvy up tasks. This model of convening key players when a new challenge emerges (like sudden plant closure causing layoffs, or an influx of refugees) is exactly how Hastings can continue to respond effectively. Keep the lines of communication open through a central coordinator (possibly the United Way or City Hall’s community liaison) who can bring everyone together when needed.

Challenge 5: Maintaining Momentum and Public Interest
The Issue: Over time, even successful initiatives can face waning public interest as the novelty fades. Keeping the community continually engaged and not taking the nonprofit sector for granted is an ongoing challenge. Essentially, how to keep the “caring community” flame burning brightly year after year.

Solutions:

• Fresh Narratives: Periodically refresh campaigns and messaging. If a particular fundraiser has plateaued, rebrand or revamp it (Gobble Gait has stayed fresh by adding new elements like costume contests and music). If public interest in an issue ebbs, highlight a new angle. For example, maybe hunger isn’t in the news, but framing HFS’s work around “reducing food waste” (a hot topic) by rescuing food for the hungry can attract a different audience. By connecting local work to trending causes (climate action, mental health awareness, etc.), nonprofits can ride broader waves of interest.

• Leadership Rotation: Bringing new faces into leadership (board and event chairs) periodically can infuse organizations with energy and networks. Encourage some level of term limits or natural rotation so that no group becomes too insular or stagnant. New leaders often bring new followers and enthusiasm.

• Community Challenges and Matches: Nothing like a friendly challenge to spur action. Publicize match grants (“A local donor will match every dollar given to the Arts Center up to $5,000 this month!”) or inter-city challenges (“Hastings vs. Red Wing: which town can log more volunteer hours this summer?”). People love competition, and framing it as a fun contest can motivate those who otherwise sit on the sidelines.

• Celebrate Success and Evolution: When goals are met, loudly celebrate and then set new ones. If Hastings reaches a milestone like “zero families homeless this year” or “100% of third-graders reading at grade level” due in part to nonprofits, blast that news – it shows momentum and that community efforts yield results, encouraging continued investment. Conversely, be transparent about emerging needs (“This year, mental health crises spiked – we need the community to rally in this new area”). Keeping the public informed with a narrative of “we’ve done great, and here’s what’s next” maintains engagement.

The bottom line is that Hastings’ nonprofit community has shown resilience and creativity in face of challenges – and by continuing to apply those strengths, each challenge can be met with a solution. The spirit of collaboration in Hastings often turns challenges into opportunities for partnership and innovation. By addressing funding, volunteer, and capacity issues head-on, and by staying tuned to the community’s evolving needs, Hastings will not only overcome these hurdles but emerge stronger.

Every challenge solved (or even moderately improved) results in a success story that itself can inspire further support. For instance, when volunteer burnout is reduced and satisfaction goes up, those volunteers recruit their friends, and the base grows. When fundraising diversifies and stabilizes, nonprofits can spend more time delivering services than scrambling for dollars, which then improves outcomes and donor confidence. It’s a virtuous cycle: tackle challenges, celebrate wins, and use that momentum to tackle the next challenge. Hastings has been doing this for years – the key is to remain proactive and never rest on laurels, always asking, “How can we do even better for our neighbors?”

Future Outlook

Looking ahead, the future of the nonprofit sector in Hastings appears full of promise, innovation, and evolving trends. If current trajectories hold and new technologies and ideas are embraced, we can forecast several developments in the coming years that will shape how nonprofits operate and impact the community:

1. Technology and Innovation Integration:
The next decade will likely see Hastings nonprofits leveraging technology in new ways to extend their reach and efficiency. We may see:

• Advanced Data Use: Nonprofits could harness data analytics to target services more effectively. For example, using GIS mapping to identify neighborhoods with high need but low service usage, then deploying targeted outreach there. Or analyzing program data to predict needs – perhaps food shelf usage patterns to anticipate surges (much like retailers do inventory forecasting). As tools become more user-friendly, even small nonprofits will get in on “big data” to drive decisions.

• Mobile Apps for Community Engagement: It wouldn’t be surprising if a “Hastings Cares” app emerged – one that alerts users to volunteer opportunities in real-time, lists local charity events, and allows instant donations with a few taps. Tech-savvy students or a local startup could partner with nonprofits to build such an app. This could particularly engage younger residents who live on their smartphones.

• Virtual and Augmented Reality (VR/AR): While it sounds far-fetched, VR could play a role in empathy-building and training. Imagine a VR simulation at a Hastings library event that lets donors “walk in the shoes” of someone experiencing homelessness for 10 minutes – a powerful fundraising tool. Or AR apps that overlay historical photos on current sites (benefiting the Historical Society’s mission) or show the impact of environmental projects when you point your phone at the river. These tech-enabled experiences can deepen understanding and connection to causes.

• Tele-services Expansion: If anything, the pandemic taught us that remote services can work. In the future, more counseling or mentoring might happen via video chat (for instance, mental health support groups facilitated online by Hastings Family Service or partners). This can reach people who can’t physically attend due to mobility, transportation, or scheduling. The efficiency means nonprofits could serve more clients with the same staff. It also opens the door for volunteers from anywhere to contribute (a retiree in Florida who grew up in Hastings could mentor a Hastings teen online, for example).

2. Greater Collaboration and Coalition-Building:
The future will likely bring even more collective impact approaches, where multiple sectors join forces to tackle big challenges:

• Public-Nonprofit Coalitions: We might see formal coalitions around issues like affordable housing or mental health. Given rising housing costs, a coalition of nonprofits, city housing authority, and developers could form a Hastings Housing Alliance to secure grants for affordable housing development or to create a community land trust. On mental health, expect deeper partnerships between Regina Hospital, schools, and nonprofits to address youth mental health – possibly resulting in a community wellness center or school-based mental health clinics run by nonprofit providers.

• Regional Alliances: Hastings may play a leading role in a Southeast Metro Nonprofit Alliance, aligning with groups in Cottage Grove, Red Wing, and Farmington to share resources. There’s strength in numbers when advocating at the state level; an alliance could lobby for legislation benefiting smaller cities’ nonprofit needs (like transportation funding to help seniors reach services, etc.). This regional voice could ensure Hastings’ needs are heard among big metro players.

• Corporate Social Responsibility (CSR): As new businesses come to Hastings (perhaps attracted by the upcoming completion of Hwy 52 improvements or other economic development), they’ll likely bring CSR programs. Future local companies might dedicate volunteer hours en masse or adopt causes. Nonprofits should be ready to integrate these corporate teams into their strategies (like a tech company helping upgrade all nonprofit websites in town as a CSR project). The synergy between a growing business community and the nonprofit sector will be mutually reinforcing.

3. Generational Transitions and Leadership:

• Youth Leadership Rise: By 2030, Millennials and Gen Z will be the majority of the workforce and increasingly in leadership roles. We expect to see more young nonprofit leaders in Hastings, bringing new perspectives on social justice, equity, and work-life balance. They may run organizations differently – more collaboratively, with flat structures, or with a stronger bent toward advocacy. Causes like climate action, diversity and inclusion, and mental health – hallmarks of younger generations’ focus – could gain even more prominence in the nonprofit agenda. For Hastings, this could mean initiatives around renewable energy adoption in the community or stronger efforts to make programming inclusive of LGBTQ+ and racially diverse individuals, reflecting values of younger leaders.

• Baby Boomer Legacy: As older leaders retire, many will leave a legacy of institutional knowledge and potentially financial gifts. We might see a spike in legacy giving as Boomers do estate planning – local nonprofits should prepare by ramping up planned giving programs now. This could result in new endowment funds that secure the future of some agencies. Also, retirees might shift from leadership to mentorship roles, still influencing the sector behind the scenes. A positive future scenario: an “emeritus council” of retired nonprofit leaders who continue to meet and advise the new guard, ensuring continuity of wisdom.

• Volunteer Demographics: The volunteer pool might shift. With people living longer and healthier, retirees in their 60s and 70s will remain a backbone of volunteering. Meanwhile, Gen Z (today’s teens) who have grown up with community service as a school requirement may continue that habit into adulthood, but likely prefer more episodic and social-media-integrated volunteering. Nonprofits will adapt by providing opportunities that fit these patterns – perhaps more group volunteering events that double as social gatherings, or service opportunities tied to online campaigns. The key will be to harness the idealism of youth and the experience of elders together.

4. Focus on Measurable Impact and Transparency:
Donors and funders are increasingly outcome-focused. The future will likely demand even more accountability and transparency:

• Outcome Measurement: Nonprofits will standardize measuring outcomes (not just outputs). For example, not just reporting how many people took a financial literacy class, but how many improved their credit score or bought a home as a result. This data will be critical for grants and to attract savvy donors. It might lead to some difficult decisions, like discontinuing programs that don’t show strong results and channeling resources to those that do. Funders like the United Way may shift to funding collaborations that can prove collective impact on an issue (e.g., a multi-agency effort that actually reduced teen substance abuse rates by X% in Hastings).

• Transparency through Tech: Imagine interactive online dashboards where anyone can see a nonprofit’s key metrics in real time (number of clients served this month, current donation progress, etc.). As open-data concepts spread, nonprofits might voluntarily share more data publicly to build trust. Blockchain technology could even play a role in donor confidence – donors might track exactly how their donation was spent through a blockchain-based accountability system. While that might be a bit far off for a small-town charity, the ethos of transparency is already here and will only grow.

• Adaptive Services: Being data-driven also means adapting services faster. If a particular demographic’s needs increase, nonprofits of the future will agilely reallocate resources. For example, if data shows a sudden rise in need among single fathers (a group sometimes overlooked), nonprofits might create a new support group or targeted assistance fund more quickly, rather than sticking rigidly to pre-set programs. Flexibility and responsiveness will be hallmarks of resilient organizations.

5. Broader Social and Economic Trends Influence:
Larger trends will inevitably affect Hastings nonprofits:

• Economic Fluctuations: Nonprofits must be ready for both booms and busts. In prosperous times, donations may increase and demand for basic needs services might dip slightly, allowing focus on preventative programs. In recessions, as we saw in 2008 or 2020, nonprofits become lifelines; demand soars and fundraising gets harder. The future holds economic uncertainty, so building reserve funds in the good years (a trend we see as many nonprofits aim for 3-6 months of operating reserves) will be crucial.

• Climate Change and Disaster Preparedness: Climate change could result in more extreme weather events even in Minnesota (like larger floods or extreme cold snaps). Nonprofits such as the Red Cross, church groups, and city emergency management will be collaborating more as first responders. Hastings might develop a volunteer disaster response team (with nonprofits coordinating training). Environmental nonprofits will also intensify efforts to mitigate and educate on climate issues locally (CNC might have programming on climate adaptation for farmers or youth).

• Health and Pandemics: The COVID-19 pandemic taught many lessons. Public health will likely remain at the forefront. Nonprofits in health care (like Regina Hospital’s foundation) and human services will probably forge tighter partnerships with public health authorities. Community health workers could be employed by nonprofits to do outreach in underserved pockets (like ensuring vaccinations or health screenings). The concept of holistic health – addressing mental, physical, and social health together – will grow, with coalitions like those focusing on “healthy Hastings” initiatives bridging medical providers, schools, and charities. Telemedicine will complement local care, and nonprofits might help clients navigate those systems.

In summary, the future outlook for Hastings’ nonprofit sector is one of adaptation and growth. Nonprofits will become more tech-enabled, more collaborative, and more results-oriented, all while maintaining the heart and personal touch that define community-based work. Hastings will likely continue to be a place where innovative ideas can be piloted on a small scale (due to its tight-knit nature) and then expanded. If current young residents carry forward the values they’ve been raised with (volunteerism, community pride), the culture of philanthropy in Hastings will remain strong.

We can imagine in 10-15 years, Hastings might be celebrated as a case study in a book about effective small-town philanthropy – a place where every sector worked together to solve problems, where no demographic was left behind, and where embracing change kept the community thriving. The seeds of that future are already visible today in 2025. With continued commitment, Hastings’ nonprofits will not only weather whatever the future brings but shape a future that is bright for all its neighbors.

Conclusion

In conclusion, the nonprofit industry in Hastings, Minnesota is a pillar of the community’s strength and character, driving significant positive impacts both socially and economically. This report has highlighted how deeply intertwined these organizations are with Hastings’ identity – from a rich history of neighborly charity to modern innovations in service delivery. Nonprofits in Hastings carry out vital work: feeding the hungry, sheltering the vulnerable, enriching minds through arts and education, protecting natural treasures, and fostering a sense of togetherness that truly defines a “caring community.”

Key findings show that Hastings’ nonprofits not only provide compassionate services but also contribute robustly to the local economy – employing hundreds of residents and leveraging an army of volunteers whose donated time is worth millions of dollars​. The sector’s collaborative spirit, exemplified by joint events like Gobble Gait and partnerships between agencies, amplifies their effectiveness. Moreover, the synergy between nonprofits, businesses, and city leadership in Hastings creates a virtuous cycle of support and benefit: community betterment leads to a healthier environment for commerce and living, which in turn generates resources to reinvest in community betterment.

Hastings’ strengths in this arena are numerous. It boasts passionate leaders (both long-tenured and emerging young voices), extraordinarily high civic engagement, and a culture that celebrates volunteerism and generosity at every turn. Traditions like the Thanksgiving morning Gobble Gait run are not just fundraisers – they are community festivals of goodwill that instill pride and unity​. Such strengths have helped Hastings weather economic ups and downs and even a global pandemic with resilience and creativity.

Of course, challenges persist, including funding competition, volunteer and staff burnout, and meeting evolving needs. Yet, as detailed, these challenges are being met with collaborative solutions and forward-thinking strategies. The recommendations provided – for nonprofits to work smarter and together, for businesses to partner and invest in causes, for city leaders to enable and champion community organizations – offer a roadmap for sustaining and growing the nonprofit sector’s impact. By implementing these, Hastings can continue to lead by example among peer cities.

Looking to the future, the outlook is one of optimism and innovation. We anticipate Hastings’ nonprofits will increasingly harness technology, form even stronger coalitions, and adapt to social changes, all while keeping their human-centered touch. The next generation is already stepping up, ensuring that the legacy of giving and civic responsibility in Hastings remains alive and well. Long-term, we envision a Hastings where every resident is aware of and has access to the support they need, where nonprofits and civic entities work in seamless concert, and where new ideas to build community find fertile ground.

In summation, Hastings can rightfully be proud of its nonprofit industry – it is a backbone of the local quality of life. The city’s charitable organizations have proven to be agile and dedicated, its people extraordinarily giving of time and treasure, and its leaders supportive of collaboration. These are the ingredients that make a community not just livable, but truly special. As Hastings moves forward, continuing to nurture this ecosystem of care will ensure that its hometown values endure even as the world changes.

By rallying around the motto that has become evident throughout this report – “Together for Hastings” – nonprofits, businesses, government, and citizens together will keep building a healthy, compassionate, and thriving community. Hastings’ nonprofit sector is more than a collection of organizations; it is a reflection of the community’s heart. And as long as that heart remains strong, beating in unison through the efforts of many, Hastings will continue to shine as a model of what community-driven impact can achieve.

Sources:

1. Minnesota Compass – Volunteerism in Minnesota​, mncompass.org, mncompass.org

2. Hastings Family Service – Gobble Gait milestone announcement​, hastingsfamilyservice.org, hastingsfamilyservice.org

3. TaxExemptWorld – Hastings nonprofit statistics​, taxexemptworld.com

4. Allina Health Regina Hospital – Overview and employment figures​, allinahealth.org

5. Cause IQ – HFS volunteer hours 2023​, causeiq.com

6. Minnesota Council of Nonprofits – Nonprofit workforce data​, minnesotanonprofits.org

7. FOX9 News – Animal Ark history and impact​, fox9.com, ​fox9.com

8. United Heroes League – National impact stats​, unitedheroesleague.org

9. Hastings Family Service – Historical founding details​, hastingsfamilyservice.org, hastingsfamilyservice.org

10. Hastings Family Service – Gobble Gait founders and funds raised​, hastingsfamilyservice.org

11. TaxExemptWorld – Red Wing nonprofit assets vs. Hastings, taxexemptworld.com, taxexemptworld.com

12. TaxExemptWorld – Stillwater nonprofit count and finances​, taxexemptworld.com

13. Hastings Journal – Empty Bowls 2024 results​, hastingsjournal.news