Andrew Hattaway
Name: Andrew Hattaway
Email: [email protected]
Campaign Phone: 612-235-9318
Campaign Website: AndrewHattawayforMN.com
Twitter handle: @Andrewforhouse
Facebook Page: facebook.com/HATTAWAYFORHOUSE
Candidate Bio
I am a resident of District 56B with a background in the fire service, the military, and strategic procurement. I spent years as a full-time firefighter, responding to high pressure situations where calm decision making, accountability, and public trust mattered. When an injury ended my fire service career, I shifted into strategic procurement, where I now manage complex contracts, negotiations, and risk for public agencies. My work centers on protecting taxpayer dollars, improving processes, and ensuring transparency in how resources are used.
Because I have served on the front lines, I understand how state level decisions affect families, first responders, and the basic services communities rely on. I am running for State Representative to bring a practical, community focused perspective to the legislature, one grounded in competence, clarity, and strengthening the fundamentals that matter most: safe neighborhoods, responsible budgeting, and responsive government.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
My top three priorities are strengthening public safety, ensuring responsible budgeting, and supporting the core services families rely on, especially schools and housing stability. These priorities come directly from what I have seen in my work and in our district: people want safe neighborhoods, predictable costs, and a government that uses resources responsibly.
Growing uncertainty around state and federal funding makes these priorities even more important. When revenue forecasts or federal support becomes less reliable, the state must be disciplined in how it allocates dollars. My background in strategic procurement and contract oversight has shown me how quickly costs can escalate when there is not strong accountability in place.
In a tighter budget environment, my focus would be on protecting core needs while improving oversight of how money is spent. That includes evaluating programs for duplication, strengthening transparency, and making sure permanent commitments are backed by stable, long‑term funding rather than one‑time money. Uncertainty does not remove the need for these priorities, it reinforces the importance of clear decision making and responsible stewardship.
How would you characterize the business climate in the East Metro? Please elaborate on your answer.
I would describe the business climate in the East Metro as mixed but resilient. We have strong employers, a skilled workforce, and communities that value stability and long-term investment. At the same time, many small and midsized businesses are navigating higher operating costs, workforce shortages, and uncertainty around future regulations. In conversations with local owners, I hear a consistent theme: people are willing to adapt, but they need predictability.
The East Metro benefits from its location, transportation access, and diverse industries, but those strengths only go so far when costs rise faster than margins. Some businesses are delaying expansion or hiring because they are unsure how future state level decisions may affect taxes, permitting, or compliance requirements. Others are struggling with the cumulative impact of inflation, insurance costs, and supply chain pressures.
Overall, I see a business climate with strong potential but strain. The fundamentals are here, but many employers feel they are operating without enough stability or clarity. My focus is on listening to those concerns and making sure state level decisions support a healthy, predictable environment for the businesses that anchor our communities.
Please characterize your perspective on the ideal collaboration between government and the business community when it comes to tackling challenges such as education, housing, workforce development, or other priority areas.
I believe the ideal collaboration between government and the business community starts with clarity about roles. Government should set stable, predictable rules and invest in the core systems that allow communities to function. Businesses bring practical insight, experience, and an understanding of how policies play out on the ground. When those two perspectives are aligned, we make better decisions.
To me, the most effective approach is one where government listens first, tests assumptions, and uses data and community feedback to guide decisions. Businesses should not be expected to carry the weight of public policy, but their experience is essential to understanding what works and what does not. Collaboration is strongest when it is practical, transparent, and focused on long‑term stability.
What policies, if any, would you support to help employers address our state’s critical labor shortage?
Minnesota’s labor shortage is one of the issues I hear about often, especially from employers. From my perspective, the most useful policies are the ones that strengthen the pipeline of workers while removing barriers that keep people from entering or staying in the workforce.
I support improving alignment between education, training programs, and the skills employers need. Businesses are already signaling where the gaps are, and the state can play a role in making sure schools, technical programs, and workforce centers are responsive and coordinated.
I believe we need to address the barriers that keep people from working or advancing. That includes issues like childcare availability, transportation reliability, and licensing processes that are slow or inconsistent.
I support reviewing regulations and requirements that may unintentionally limit hiring or make it harder for employers to fill positions.
Overall, my approach is to listen to employers, look at data, and focus on solutions that expand opportunity and strengthen the workforce.
The Legislature enacted several new workplace mandates in recent years, including Paid Family and Medical Leave, Earned Safe and Sick Time, and Worker Misclassification standards. If elected, how would you evaluate the impact of these policies on the East Metro economy and workforce, and what principles would guide any changes you'd seek to make?
Recent workplace mandates Including Paid Family and Medical Leave, Earned Safe and Sick Time, and Worker Misclassification standards are significant changes, and I believe they should be evaluated based on outcomes rather than assumptions. My approach is to look closely at how these policies are affecting both workers and employers, especially small and mid-sized businesses that often feel the impact of new requirements most directly.
If adjustments are needed, the principles that would guide me are predictability, transparency, and balance. Regulations should be clear, consistent, and tied to measurable outcomes. They should protect workers without creating uncertainty that makes it harder for businesses to plan, hire, or grow.
What are your strategies to address public safety challenges in your district and the state?
My approach to public safety is shaped by my experience in the fire service and by what I hear from residents and first responders. I see public safety as a shared responsibility that depends on people, training, and standards. My strategy focuses on strengthening the fundamentals that keep communities stable.
I support improving coordination and communication between state agencies, local departments, and community partners. Every district has different needs, but the state can help by setting consistent expectations and ensuring departments have access to the tools and training they rely on.
Second, I believe we need to address the pressures facing first responders. Staff shortages, rising call volumes, and mental health strain all affect response times. Listening to frontline workers and understanding what drives those challenges is essential to making effective policy.
Third, I support clear statewide standards for school safety and community safety. Right now, every district is trying to manage risk with inconsistent tools. Setting expectations and providing support helps ensure that safety is not dependent on your ZIP code.
Overall, my strategy is practical: strengthen coordination, support the people doing the work, and focus on standards that improve safety across the state.
How would you work to improve transportation options in the district/state, including improved safety for transit riders, pedestrian/bike, and drivers alike?
Improving transportation in the district and across the state starts with recognizing that safety and reliability matter for everyone, whether they are driving, walking, biking, or using transit. My approach is to focus on practical steps that strengthen the systems people rely on.
I support clearer statewide standards for road design, school zone safety, and pedestrian and bike infrastructure. I believe we need better coordination between state and local agencies when planning road projects, transit routes, and safety improvements.
What ideas do you have to address housing shortages and affordability?
Housing shortages and rising costs are the most consistent concerns I hear in my district. My approach is to focus on practical steps that increase supply, reduce unnecessary delays, and make sure the housing we build matches the needs of the community.
I support reviewing zoning and permitting processes to identify where timelines or requirements are adding cost without improving safety or quality. The state should also work more closely with local governments and builders to understand what is driving costs. Labor shortages, material prices, and financing challenges all play a role.
My strategy is to strengthen coordination, reduce barriers, and support housing options that keep communities stable and affordable.
Minnesota's current two-year budget shows a surplus, but state forecasters project a significant structural imbalance beginning in the 2028-2029 biennium. What steps would you take to address this long-term challenge? Please include specific ideas for reducing spending, increasing revenue, or reforming state programs.
The projected imbalance is a long-term challenge, and I believe it requires a disciplined, transparent approach. My background in procurement and contract oversight has shown me how quickly costs can grow when long-term commitments are made without stable funding behind them. The first step is to be honest about the gap and avoid relying on “one time” money to support ongoing programs.
I would start by reviewing major spending areas to identify where costs are rising faster than expected and where programs may be duplicative or not meeting their intended outcomes. This does not mean cutting core services, but it does mean making sure dollars are tied to measurable results and that agencies are held accountable for performance.
Second, I support strengthening oversight of large projects and long-term obligations. Cost overruns and unclear scopes can create significant pressure on future budgets, and better front-end planning can prevent that.
Third, I believe the state should evaluate its tax structure with an eye toward stability and predictability. Any discussion about revenue should be grounded in data, economic impact, and long-term sustainability, not short-term fixes.
Minnesota has faced several high-profile fraud cases involving public programs in recent years. The Legislature recently passed a new Office of the Inspector General on a bipartisan basis. Beyond this new office, what additional steps would you support to strengthen fraud prevention and rebuild public trust in how the state manages taxpayer-funded programs?
These high-profile fraud cases have understandably damaged public trust. The creation of the Office of the Inspector General is an important step, but I believe preventing fraud requires a broader, more disciplined approach across state government.
The state should strengthen front end controls before money goes out the door. Stronger intake and review processes reduce risk without slowing down legitimate services.
Agencies should be required to conduct regular performance and compliance reviews for programs that distribute large amounts of public funding. These reviews should be transparent, data driven, and tied to measurable outcomes so the public can see whether programs are working as intended.
Many fraud cases grow because information is siloed or warning signs are not shared early enough, so improving coordination between agencies, auditors, and law enforcement is essential.
We need systems that are clear, consistent, and accountable. Preventing fraud is not just about enforcement after the fact. It is about designing programs that are harder to exploit and easier to oversee.
Email: [email protected]
Campaign Phone: 612-235-9318
Campaign Website: AndrewHattawayforMN.com
Twitter handle: @Andrewforhouse
Facebook Page: facebook.com/HATTAWAYFORHOUSE
Candidate Bio
I am a resident of District 56B with a background in the fire service, the military, and strategic procurement. I spent years as a full-time firefighter, responding to high pressure situations where calm decision making, accountability, and public trust mattered. When an injury ended my fire service career, I shifted into strategic procurement, where I now manage complex contracts, negotiations, and risk for public agencies. My work centers on protecting taxpayer dollars, improving processes, and ensuring transparency in how resources are used.
Because I have served on the front lines, I understand how state level decisions affect families, first responders, and the basic services communities rely on. I am running for State Representative to bring a practical, community focused perspective to the legislature, one grounded in competence, clarity, and strengthening the fundamentals that matter most: safe neighborhoods, responsible budgeting, and responsive government.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
My top three priorities are strengthening public safety, ensuring responsible budgeting, and supporting the core services families rely on, especially schools and housing stability. These priorities come directly from what I have seen in my work and in our district: people want safe neighborhoods, predictable costs, and a government that uses resources responsibly.
Growing uncertainty around state and federal funding makes these priorities even more important. When revenue forecasts or federal support becomes less reliable, the state must be disciplined in how it allocates dollars. My background in strategic procurement and contract oversight has shown me how quickly costs can escalate when there is not strong accountability in place.
In a tighter budget environment, my focus would be on protecting core needs while improving oversight of how money is spent. That includes evaluating programs for duplication, strengthening transparency, and making sure permanent commitments are backed by stable, long‑term funding rather than one‑time money. Uncertainty does not remove the need for these priorities, it reinforces the importance of clear decision making and responsible stewardship.
How would you characterize the business climate in the East Metro? Please elaborate on your answer.
I would describe the business climate in the East Metro as mixed but resilient. We have strong employers, a skilled workforce, and communities that value stability and long-term investment. At the same time, many small and midsized businesses are navigating higher operating costs, workforce shortages, and uncertainty around future regulations. In conversations with local owners, I hear a consistent theme: people are willing to adapt, but they need predictability.
The East Metro benefits from its location, transportation access, and diverse industries, but those strengths only go so far when costs rise faster than margins. Some businesses are delaying expansion or hiring because they are unsure how future state level decisions may affect taxes, permitting, or compliance requirements. Others are struggling with the cumulative impact of inflation, insurance costs, and supply chain pressures.
Overall, I see a business climate with strong potential but strain. The fundamentals are here, but many employers feel they are operating without enough stability or clarity. My focus is on listening to those concerns and making sure state level decisions support a healthy, predictable environment for the businesses that anchor our communities.
Please characterize your perspective on the ideal collaboration between government and the business community when it comes to tackling challenges such as education, housing, workforce development, or other priority areas.
I believe the ideal collaboration between government and the business community starts with clarity about roles. Government should set stable, predictable rules and invest in the core systems that allow communities to function. Businesses bring practical insight, experience, and an understanding of how policies play out on the ground. When those two perspectives are aligned, we make better decisions.
To me, the most effective approach is one where government listens first, tests assumptions, and uses data and community feedback to guide decisions. Businesses should not be expected to carry the weight of public policy, but their experience is essential to understanding what works and what does not. Collaboration is strongest when it is practical, transparent, and focused on long‑term stability.
What policies, if any, would you support to help employers address our state’s critical labor shortage?
Minnesota’s labor shortage is one of the issues I hear about often, especially from employers. From my perspective, the most useful policies are the ones that strengthen the pipeline of workers while removing barriers that keep people from entering or staying in the workforce.
I support improving alignment between education, training programs, and the skills employers need. Businesses are already signaling where the gaps are, and the state can play a role in making sure schools, technical programs, and workforce centers are responsive and coordinated.
I believe we need to address the barriers that keep people from working or advancing. That includes issues like childcare availability, transportation reliability, and licensing processes that are slow or inconsistent.
I support reviewing regulations and requirements that may unintentionally limit hiring or make it harder for employers to fill positions.
Overall, my approach is to listen to employers, look at data, and focus on solutions that expand opportunity and strengthen the workforce.
The Legislature enacted several new workplace mandates in recent years, including Paid Family and Medical Leave, Earned Safe and Sick Time, and Worker Misclassification standards. If elected, how would you evaluate the impact of these policies on the East Metro economy and workforce, and what principles would guide any changes you'd seek to make?
Recent workplace mandates Including Paid Family and Medical Leave, Earned Safe and Sick Time, and Worker Misclassification standards are significant changes, and I believe they should be evaluated based on outcomes rather than assumptions. My approach is to look closely at how these policies are affecting both workers and employers, especially small and mid-sized businesses that often feel the impact of new requirements most directly.
If adjustments are needed, the principles that would guide me are predictability, transparency, and balance. Regulations should be clear, consistent, and tied to measurable outcomes. They should protect workers without creating uncertainty that makes it harder for businesses to plan, hire, or grow.
What are your strategies to address public safety challenges in your district and the state?
My approach to public safety is shaped by my experience in the fire service and by what I hear from residents and first responders. I see public safety as a shared responsibility that depends on people, training, and standards. My strategy focuses on strengthening the fundamentals that keep communities stable.
I support improving coordination and communication between state agencies, local departments, and community partners. Every district has different needs, but the state can help by setting consistent expectations and ensuring departments have access to the tools and training they rely on.
Second, I believe we need to address the pressures facing first responders. Staff shortages, rising call volumes, and mental health strain all affect response times. Listening to frontline workers and understanding what drives those challenges is essential to making effective policy.
Third, I support clear statewide standards for school safety and community safety. Right now, every district is trying to manage risk with inconsistent tools. Setting expectations and providing support helps ensure that safety is not dependent on your ZIP code.
Overall, my strategy is practical: strengthen coordination, support the people doing the work, and focus on standards that improve safety across the state.
How would you work to improve transportation options in the district/state, including improved safety for transit riders, pedestrian/bike, and drivers alike?
Improving transportation in the district and across the state starts with recognizing that safety and reliability matter for everyone, whether they are driving, walking, biking, or using transit. My approach is to focus on practical steps that strengthen the systems people rely on.
I support clearer statewide standards for road design, school zone safety, and pedestrian and bike infrastructure. I believe we need better coordination between state and local agencies when planning road projects, transit routes, and safety improvements.
What ideas do you have to address housing shortages and affordability?
Housing shortages and rising costs are the most consistent concerns I hear in my district. My approach is to focus on practical steps that increase supply, reduce unnecessary delays, and make sure the housing we build matches the needs of the community.
I support reviewing zoning and permitting processes to identify where timelines or requirements are adding cost without improving safety or quality. The state should also work more closely with local governments and builders to understand what is driving costs. Labor shortages, material prices, and financing challenges all play a role.
My strategy is to strengthen coordination, reduce barriers, and support housing options that keep communities stable and affordable.
Minnesota's current two-year budget shows a surplus, but state forecasters project a significant structural imbalance beginning in the 2028-2029 biennium. What steps would you take to address this long-term challenge? Please include specific ideas for reducing spending, increasing revenue, or reforming state programs.
The projected imbalance is a long-term challenge, and I believe it requires a disciplined, transparent approach. My background in procurement and contract oversight has shown me how quickly costs can grow when long-term commitments are made without stable funding behind them. The first step is to be honest about the gap and avoid relying on “one time” money to support ongoing programs.
I would start by reviewing major spending areas to identify where costs are rising faster than expected and where programs may be duplicative or not meeting their intended outcomes. This does not mean cutting core services, but it does mean making sure dollars are tied to measurable results and that agencies are held accountable for performance.
Second, I support strengthening oversight of large projects and long-term obligations. Cost overruns and unclear scopes can create significant pressure on future budgets, and better front-end planning can prevent that.
Third, I believe the state should evaluate its tax structure with an eye toward stability and predictability. Any discussion about revenue should be grounded in data, economic impact, and long-term sustainability, not short-term fixes.
Minnesota has faced several high-profile fraud cases involving public programs in recent years. The Legislature recently passed a new Office of the Inspector General on a bipartisan basis. Beyond this new office, what additional steps would you support to strengthen fraud prevention and rebuild public trust in how the state manages taxpayer-funded programs?
These high-profile fraud cases have understandably damaged public trust. The creation of the Office of the Inspector General is an important step, but I believe preventing fraud requires a broader, more disciplined approach across state government.
The state should strengthen front end controls before money goes out the door. Stronger intake and review processes reduce risk without slowing down legitimate services.
Agencies should be required to conduct regular performance and compliance reviews for programs that distribute large amounts of public funding. These reviews should be transparent, data driven, and tied to measurable outcomes so the public can see whether programs are working as intended.
Many fraud cases grow because information is siloed or warning signs are not shared early enough, so improving coordination between agencies, auditors, and law enforcement is essential.
We need systems that are clear, consistent, and accountable. Preventing fraud is not just about enforcement after the fact. It is about designing programs that are harder to exploit and easier to oversee.