Thank you for the question, Mr. Lefebvre.
As president of Collège Boréal, I am often asked the same question: people ask me how I manage 38 sites in 26 communities and how it can be viable.
As Mrs. Cardinal mentioned earlier, the educational institutions are really part of the community. Collège Boréal doesn't just offer regular post‑secondary education programs. We also offer employability services as well as immigration programs, in both settlement and language training. We provide training for lifelong learning. Across Ontario, more than 5,000 people a year take training in French as a second language.
When there are eight or nine different programs and services in places like London or Windsor, we have a critical mass. That means there is an interest in the francophonie. We then work in partnership with the school boards. That's when we become profitable and sustainable. It's a lot of work.
However, it's not just post‑secondary education. Due to lack of funding and growth, as well as declining tuition fees, it would be impossible for us to survive if we relied solely on regular post‑secondary education programs.
As a result, many post‑secondary institutions, both colleges and universities, depend on international students to balance their budgets. And when there are crises, as has been the case recently, it's not only a challenge for the universities, but also for some of the larger colleges. Centennial College in downtown Toronto, for example, has 54% international students. In this sort of crisis, financial viability is being sorely tested.