Town of Cochrane Strategic Plan – Final Report October 2014
1. Create opportunities for residents and partners to provide feedback and ask questions
about Town operations and projects, perhaps by incorporating such features as suggestion
boxes and discussion areas.
2. Keep residents abreast of opportunities, amenities and services available in the community.
3. Increase social capital, pride and community engagement among residents.
4. Encourage community buy-in and participation in implementing the Strategic Plan.
Potential Community Leaders
Town of Cochrane.
Potential Funding Sources
Operational funds. It may be possible to build some of these functions into the municipal website
and use that as an ongoing communications mechanism.
7.4.4 Implement Seniors’ Housing Project Plan
Cochrane has commissioned two housing studies over the last five years. The most recent study
was in 2010 by housing experts Stantec/SHS, and is entitled the Cochrane Senior Citizen
Affordable Rental Housing Project. This document is still relevant and its implementation should
become one of the new EDO’s priorities (See Section 7.1.1 for details).
7.5 Key Direction 5: Maintain Tourism Infrastructure
Cochrane will maintain and incrementally enhance existing
tourism infrastructure with the goal of enticing visitors to “stay
another day.”
7.5.1 Leverage the Cochrane Wonderfully Unexpected Brand
Cochrane recently undertook a branding exercise to revitalize its marketing brand. The result was
the Wonderfully Unexpected tagline accompanied by Cochrane’s iconic polar bear symbol. The
tagline is meant to refer not only to the unexpected concept of polar bears in this part of Ontario,
but also the unique opportunities and community assets that Cochrane can offer residents, visitors
and investors. It conveys a sense of optimism and discovery that encourages others to explore the
possibilities of the area.
Cochrane has not yet trademarked this image and tagline. We suggest that the Town Clerk register
the brand immediately so that no one else can use it.
The Town may also wish to consider allowing organizations other than the municipality to use the
brand for promotional purposes. For the municipality, this has the advantage of exposing the brand
to more audiences by leveraging other organizations’ marketing budgets. For local businesses and
organizations, co-branding offers “spillover legitimacy” by connecting them with the municipality.
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