Business cases are important but they tend to focus on current and easily foreseeable demand and cost:benefit of the project in isolation.
That's relatively effective for urban transit projects, but it has problems, especially at the regional or national level. Demographic and regional equity lenses are not applied; long-term strategic consequences are not captured; opportunity costs are not considered.
When we are talking about projects that would completely change the definition of "far" (on-vehicle time, perceived travel time, price, capacity, and schedule flexibility) past performance is not a guide to future results.
Most cities in Canada a quite isolated and will grow dramatically in the medium term if they're attached to a larger regional economy and labour market by fast and reliable public transport, but the first five to ten years of pump-priming looks bad on a business case and the land-use policies also have to be in place to make it work.
That once-per-day bus (due to driver shortages) to Sudbury won't be scratching the surface of demand for affordable and flexible travel, let alone moving the needle on the city's growth, and the $332 round trip fare on Air Canada won't either.
On Canada's current trajectory, we need to be picking projects that are going to distribute growth across the country.