Major projects run on public confidence, not just public funding  

Published: Calgary Herald April 7, 2026 

Canada is entering a defining era of federal major projects that will shape our economy and our global competitiveness for decades. Prime Minister Mark Carney’s major project announcements signal an ambition to accelerate nation-building infrastructure.  

The opportunity is as enormous as the responsibility. These projects will not succeed on capital alone. They will succeed only if citizens are meaningfully engaged in the decisions that determine what gets built, where, and how.  

Too often public engagement is treated like a box to tick after the route is picked, the budget is set, and the press release is drafted. That approach is outdated and expensive. It slows shovels, inflames conflict, ignores Indigenous Title and Rights and turns significant projects into symbols of mistrust.  

There’s a misconception that engagement slows things down. Major projects operate at the speed of trust. Done early, it recognizes rights, helps surface concerns, hopes and opportunities before they harden into opposition.  

Consider the projects that dominate the Canadian imagination and investor spreadsheets. LNG in B.C. is framed as an export opportunity and geopolitical tool, particularly as allies seek reliable energy supply. High-speed rail, new transmission, nuclear projects, and carbon capture are pitched as the infrastructure of productivity and resilience. These projects can face community opposition as they touch identity, jurisdiction, and intergenerational risk.  

Early and thoughtful public engagement can be the difference between lasting trust and mere compliance. Compliance is brittle and can be obtained by rushing a timeline or narrowing a comment period. Consent stands the test of time. It is earned through co-development and co-design with rights holders and through early conversations that shape decisions. When engagement happens early, it reveals local knowledge that improves design, reduces environmental risk, and prevents avoidable cost overruns. When it happens downstream, it becomes a referendum on trust.  

We do not have to speculate about what happens when governments get ahead of their public. Ontario recently floated the idea of changing month-to-month “evergreen” leases, triggering swift backlash from tenants and housing advocates. Within days, the Province called off the proposed consultations. That is what a hurried signal looks like in the real world: confusion first, outrage second, retreat third. The policy may not be a megaproject but the lesson is relatable. Decisions that land as surprises invite opposition that becomes a schedule, cost, and reputation problem.  

Now raise the stakes to a proposed major project within Indigenous territories. Here, engagement is not only best practice but a constitutional reality. Nations are rights holders with their own governments, laws, and priorities. Projects that treat Indigenous engagement as a risk-mitigation tactic miss the biggest opportunity on the table: shared decision making and prosperity built through equity participation, procurement pathways, training pipelines, and stewardship models that reflect Indigenous knowledge and authority. Done well, this is reconciliation you can measure: jobs created, revenues shared, language and culture supported, and ecological outcomes strengthened.  

From racialized Canadians to newcomers to people with disabilities, low-income communities, and beyond, engagement insights can reveal practical barriers and unintended consequences of a project. 

Carney’s bold agenda matched by billions in investments presents an opportunity. Canada can build fast and engage meaningfully at the same time. 

The International Association for Public Participation is refining its global guidelines for public engagement. The goal is clearer, faster decision-making and projects rooted in the voices of the people most affected. 

Engage early. Agree on a shared vision. Share information clearly. Put real options on the table. Fund participation so communities are not asked to volunteer their capacity. Respect Indigenous title and rights. Then communicate with humility because Canadians can tell the difference between information and persuasion.  

That is how we turn major projects into collective national achievements.  

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Resource Development: Data Speaks, but Trust Decides

We are communications and public engagement professionals, but our perspectives were shaped in forests, fields, laboratories, and community halls across Canada. What we have come to appreciate, through many projects and conversations and often the hard way, is that data, on its own, is not enough to move resource development priorities forward. 

Across a combined 30+ years working in forestry, mining, fisheries, energy, agriculture, and other resource sectors, we have seen firsthand how outcomes are shaped not just by data and evidence, but by relationships. Again and again, we have found ourselves grappling with the same question: how do we build understanding, trust, and that ever-elusive social licence in increasingly complex public arenas? 

Public interest in resource decision making is very high, particularly as Canada confronts the need to drive economic growth, strengthen competitiveness, and achieve long-term resource self-sufficiency. At the same time, the narratives surrounding natural resource decision making are increasingly fragmented and polarized. Information now travels faster, through more channels, and is interpreted through deeply personal lenses. Context and nuance can easily be lost, and people are as likely to trust family and friends as much as scientists, industry leaders, or their own government officials. 

This is not simply a communications challenge. It reflects a shift in how trust is earned and sustained. Project proponents, decision-makers and experts need to show up differently if they want to be heard.

Information does not equal inspiration  

More data alone will rarely deepen understanding or achieve broader support. People change their perspectives, and even their behaviour, when they feel personally connected to an issue. Effective engagement moves beyond transmitting data to helping people see themselves in the opportunity, the trade-offs, and the outcomes. 

Intersection of knowledge systems

Western science has greatly influenced the ways in which information is framed, communicated and consumed by the general public in the natural resources sector. Western scientific approaches provide empirical and analytical frameworks, but they only represent one epistemological lens. Indigenous knowledge systems articulate complex, relational and longitudinal understandings of land that are grounded in generations of lived experience and intergenerational transmission.  

Sharing teachings and insights from these knowledge systems not only fosters more balanced and holistic perspectives in the dissemination of information, but we have also witnessed how the intersection of this data actively recognizes and affirms voices, histories and ongoing contributions of Indigenous peoples.  

Distinguish rights holders from interest groups 

The term “stakeholder” has long functioned as a convenient catch-all for target audiences for relationship building. Today it is recognized as inadequate and antiquated. Rooted in the action of staking a claim, it carries colonial assumptions that diminish important distinctions. By acknowledging colonial harms and moving away from one-size-fits-all terminology, we can better reflect the realities of those impacted by decision-making processes. 

Treating all voices as interchangeable obscures meaningful differences in rights, responsibilities, and relationships to land and resources. Through our actions, language, and intention-setting, we have seen the benefits of instead making these distinctions visible and honouring the distinct roles and responsibilities that different parties bring to the table. 

While many interests deserve to be heard, Indigenous Nations are not simply another interested party. They are rights holders, with distinct rights and place-based relationships to land. Meaningful engagement and effective relationships-building begins with recognizing and acting on this distinction. 

Co-creation is the most powerful social licence strategy 

When people are meaningfully involved early, trust grows, even when final decisions are imperfect or contested. Co-creation goes beyond consultation or participation for its own sake. At its best, it is about identifying shared interests, surfacing local knowledge, and shaping outcomes that deliver mutual value. Across sectors, we have seen that co-created approaches reduce conflict, improve project design, and lead to decisions that are more resilient over time. While co-creation means earlier and greater investments in engagement and communications, the positive results are undeniable. When communities, rights holders, and proponents can see how their priorities are reflected in outcomes, co-creation builds the shared ownership that long-term stewardship and effective resource development require. 

Engagement excellence is essential leadership practice 

Resource development has always been technically complex. Increasingly, it is relationally complex as well. Leaders who communicate openly, involve communities early, and are transparent about uncertainty are better positioned to navigate emerging issues and make durable decisions. 

Building and sustaining trust requires more than communication. It requires listening, learning, and a willingness to evolve. While data remains foundational to responsible resource development, long-term success depends equally on the strength of the relationships built around it and a more holistic view of the knowledge that informs the work.   

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The State of PR in Canada: ethics and strategy still needed at the table  

These days, it is easy to focus on what is new. In fact, it can seem impossible to keep up. But the 2025 State of Public Relations in Canada Report shows us that in all this change, the fundamentals: trust, ethics, and purpose, still matter. 

ChangeMakers supported this research initiative because it is deeply connected to what we do – helping organizations earn trust, build relationships and communicate with clarity. The report confirms what we hear from clients every day. People want honest, clear, and responsible communication. They trust organizations that truly listen and respond with relationships in mind. And they want professionals who understand both strategy and risk to help them move their goals forward. 

The three themes in the report stand out for us. Each is tied to the work we do and the outcomes we help deliver. 

First, trust is still fragile. 

Public trust in communications is improving, but not fast enough. The language we use to describe our work in the professional field makes a difference. Titles like “communications” and “public relations” are not interchangeable in the eyes of the public, and it affects credibility. Words matter. 

At ChangeMakers, we focus clear, honest communication. Whether we’re working with government, business or communities, we understand how to engage audiences, build relationships and earn trust. We believe reputation is earned through actions, not slogans. 

Second, AI is here. We need to lead. 

The report shows that while our professional field is looking at efficiencies in new AI tools, business leaders are not yet turning to their communications teams for guidance on AI strategy. That is a risk. If we stay focused on outputs, we will be left out of the bigger conversation. 

If harnessed correctly, AI can be much more than a tool bolted on to workflows. It can be a strategic driver that creates both new risks and new expectations. At ChangeMakers, we are responding by embedding AI into every facet of our business. The delivery of this looks different across our paradigm, but the result is consistent – higher rate of efficiency, better quality output, and getting to the solution quicker and more often. All of this is grounded in our unfettered belief in human expertise at the wheel. We believe this approach will both elevate our company and push the boundaries of what’s possible for the entire industry.  

Third, professional associations matter. 

Canadians want ethical oversight. They want standards they can trust across all disciplines in the work ChangeMakers does, from marketing, creative and digital to advertising, communications, change management, engagement and measurement. That is what professional associations, like the Canadian Public Relations Society, bring to the table. Professional associations are vital platforms for leadership and help keep the focus on what matters: relationships, ethics and public trust. 

ChangeMakers supported this research because our clients and their audiences are living these issues every day.  

Whether it is misinformation, shifting expectations, or AI uncertainty, we help our clients anticipate those challenges, navigate complexity, and create results that matter. This report confirms that our work is more important than ever. 

Let’s keep the conversation going.  

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Forget the Deliverables. Drive Business Outcomes. 

Across industries, transformation is constant. If you’re not evolving, you may be left behind. But the difference between success and failure isn’t simply who adapts fastest or the most. Those who will emerge as leaders in today’s business environment will be those who embrace and drive change best. 

That’s why communications teams can no longer afford to sit at the end of the decision chain to receive and act on a mandate—they must be present at the decision-making table, shoulder-to-shoulder with the C-suite. The communications function is capable of more than storytelling, media, and advertising if you allow it.  

At ChangeMakers, we demand it. 

Co-architect Business Strategies  

For too long, communications has been the messenger—not a co-architect—of business strategy. The result is often reactive campaigns, fragmented programs, or missed opportunities. 

We’ve entered an era that requires communicators to understand – and are given visibility into – the entirety of an organization and business context before executing on a task. Communications deliverables are a means to the end.  

To achieve business outcomes, communications must be at the core. Whether advising on organizational design, reputation risk, or stakeholder trust, engagement must be strategic, intentional, and continuous. Otherwise leaders will fail to build the trust required to execute successfully.  

That’s why our role at ChangeMakers extends beyond “telling the story” to building the systems and approaches that make stories credible. We’re helping set direction, identifying roadblocks, and supporting organizational changes to meet and exceed expectations. This requires effective integration—across disciplines, crafts, and technologies, both internally and externally.    

Leverage Communications as a Partner  

Immeasurable strength comes from integrating the entire communications landscape — from marketing and brand strategy to crisis management, organizational change, and social-impact advisory. Our excellence across this diverse skill set gives us an unmatched perspective that informs our approach to every business challenge.  

Communications can lead the next decade of organizational transformation. Doing so will require courage to collapse silos, to rethink traditional models, to show up in boardrooms armed not only with creative ideas, but with data, foresight, and strategic authority. 

For CEOs, boards, and senior leaders, strategic communications must be viewed as a key driver in every plan to achieve business outcomes. It’s the force multiplier — aligning people on the why, increasing adoption and execution, protecting reputation, and unlocking growth. Whether you’re introducing AI, repositioning a brand, driving rapid growth, responding to a crisis or reputational risk, or delivering social impact at scale, success depends on your ability to bring people with you – and communications is the catalyst for success. 

Use Technology and AI as a Catalyst 

People across every organization are using some form of AI – whether it’s endorsed or not. At its best, AI offers a promise of net new solutions, efficiency, cost reduction and automation. Executed inconsistently, it risks eroding trust and value among stakeholders that matter most.  

The most effective transformations pair data intelligence with human expertise — the ability to listen, interpret, give and take, and adjust. At ChangeMakers, we leverage technology to provide data and insight so our teams can focus on strategic counsel: shaping messages that move markets, align employees, or attract investors. 

AI is embedded in how we analyze sentiment, forecast risk, and measure impact. It helps us measure what was previously immeasurable. Our Reputation Score can quantify your reputation, analyze how competitors compare, predict reputational risk, and identify avenues for future growth.  

In another case, we’re going beyond talking with clients about how AI-powered tools like ChatGPT, Gemini, and Google’s AI Overviews change the way people find information. We’re proactively workshopping content strategies and messages that resonate across audiences and organizational contexts, and are structured so AI tools can find, understand, trust, and quote them. 

No one person can keep up with the pace of change set by AI and technology. It requires partnership with a trusted advisor who can help you set the path and filter what’s valuable amidst the noise. 

Learn How to Do Change Well 

The pace of change today—technological, societal, regulatory—can feel overwhelming. Change is hard. And can be exhausting. Especially when poorly managed. 

Organizations with strong change management deliver 264% more revenue growth than those that don’t. What does “strong change management” mean? Following a change management methodology is not enough. Leaders must leverage their strategic communications team to take organizational change beyond process and protocols to embed lasting shifts in culture, performance, and resilience that maximize success.  

When done well, change builds credibility and confidence. When done poorly, it destroys both. Strategic communications is the difference. 

At ChangeMakers, that’s our purpose and our promise: to help leaders and their organizations navigate complexity with clarity, integrity, and measurable results. 

You can’t stop change. But you can do it well. 

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Can AI Save our Hospitals?

The future of AI in healthcare will be shaped by leaders who see trust as the foundation of adoption. 

America’s hospitals are running out of time. Staffing shortages are closing clinics, emergency rooms are over capacity, and clinicians are leaving faster than new ones can be trained. Burnout, backlogs, and budget shortfalls are eroding the foundation of care. The system is strained and signaling the need for urgent change and decisive leadership. 

At the same time, artificial intelligence (AI) tools are advancing quickly, promising to automate documentation, predict risk, and personalize treatment. Hospitals stand to reclaim thousands of clinician hours each year, reduce administrative costs, and ease burnout, improving access and efficiency across the system.  

The American Medical Association has already warned that adoption could stall if hospitals fail to address clinician and patient concerns. Without thoughtful rollouts that build genuine trust, even the best technology may fall short, leaving significant investments with little real-world impact.

Hospital leaders can’t afford to miss — or mishandle — this moment. Smart organizational change management will determine whether we succeed with one of healthcare’s most transformative opportunities in a generation. 

Here are three strategies to launch AI transformations that deliver lasting impact: 

1. Build Buy-In: Start with the “Why”  

Before we ask patients and clinicians to adopt AI, we must answer why the change should matter to them. Talk about AI tools in terms of human outcomes that benefit the users, like more face-to-face time with providers and less burnout for clinician, rather than in business terms like “efficiency” or “innovation.”

For example: “We know how frustrating it can be when clinicians spend visits typing into a laptop instead of fully engaging with you. We envision a future where conversations are face-to-face, uninterrupted, and centered on your needs. That future is possible with the help of our new AI-powered documentation tool.”

Patients and healthcare professionals need to see that these technologies bring time back to them to help them achieve their goals. If healthcare leaders fail to demonstrate that purpose clearly and repeatedly, adoption will remain half-hearted.

Actions: Align the rollout of AI tools with end-users’ values and goals. Every staff meeting, town hall, and newsletter should connect technology to purpose.  

2. Understand and Act on Concerns and Risks  

AI in healthcare evokes legitimate fears — of inaccuracy, data sharing without consent, and the loss of human connection. These concerns are shared by both clinicians and patients. Ignoring them, or labeling skeptics as “resistant to change,” only guarantees greater resistance. 

Clinicians don’t inherently reject technology, rather they question anything that might compromise patient care. Patients are no different; they want the best outcomes possible and are protective of their privacy. These concerns are indicators of where trust must be earned, and leaders who name fears early can shape the narrative before it shapes the AI initiative. 

Hospitals must name and address these worries before they metastasize into distrust. Be transparent about what isn’t working today and show how AI tools can relieve those pain points. Create open forums for clinicians and patients to raise questions, and publish clear, honest answers. Treat skepticism as data revealing where design improvements, education, reassurance are needed most. 

Actions: Build structured channels for feedback during pilot phases and early rollouts. Make it visible that concerns are understood and lead to change. Transparency is the currency of trust. 

3. Don’t Rush: Build for Real Adoption 

The biggest mistake leaders make is treating AI implementation as a checkbox. Real transformation takes time to test, adjust, and rebuild workflows. 

It’s no different than inviting nurses, physicians and surgeons to test a new operating room layout before it is built into a new hospital. Hospitals must plan for adaptive rollout with visible iteration. Invite early adopters to become change champions by testing the technology, informing instruction and rollout, and sharing watchouts. The goal is sustainable progress. When patients and clinicians see that leadership is listening and adjusting, they engage with curiosity instead of compliance. 

Action: Budget for iteration. Measure success by improved satisfaction, reduced burnout, and visible workflow efficiency. 

The Moment Is Now 

AI has the power to give patients and clinicians back their most precious resource: time. But that future depends on decisions made today. If leaders don’t invest as deeply in building trust as they do in technology, the promise of AI will stall in the waiting room. 

It’s time for leaders to stop asking “Is the technology ready?” and start asking “Are our people ready?” 

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