Thank you. I'd just like to spend a minute or two looking more specifically at post-16 education. The percentage of further education colleges who have reached a  good or better standard has increased, of course, over the past inspection cycle. I'd just like to ask what you think is responsible for that, and are there any lessons we can take out of that and transfer to other sectors within education?
Thank you for the question, but I'm going to ask Simon to answer.
As you're aware, the number of colleges from 22 to 12, and I think those mergers resulted in establishments that were stronger in terms of their leadership in particular. That leadership, I think the characteristics we have seen in the 'good' or 'better'—as you say, 80 per cent leadership good or better—has been a culture of openness, a culture of clarity of purpose about where the college is going. High staff morale has been maintained, because a number of those colleges—. Obviously, if you're merging large colleges as they did in north Wales, keeping staff morale high is quite a skill, and I think the leadership have done that very well. They've also supported managers at all levels, and they've encouraged managers to support staff at all levels. So, it's become a very collaborative, very supportive organisation. I think another characteristic of the FE sector is that it's got very strong governance arrangements. I did a training session for college governors about a month ago, and what struck me was the breadth of experience of the college governors, from industry, from academia. They are a very challenging set of governors, I think, who hold the senior leadership to account in the colleges, and that helps to push standards forward. Teaching is 'good' or 'better' in 70 per cent of colleges because the senior leadership team are encouraging teachers in colleges to innovate, encouraging them to engage actively in performance management systems, and to become reflective practitioners in the colleges. And this is impacting, obviously, on the standards at the end of the day. So, I think those are the key features.
And how many of those do you think could effectively be transferred or encouraged in other sectors?