The remodelling process involves looking collaboratively at particular issues and coming up with individual local solutions – one size doesn't fit all. It enables individual schools to produce plans, actions and outcomes that are made to measure. To be fully effective it should include six core elements:

• effective leadership
• inclusive culture
• constructive collaboration
• proactive change team
• proven change process, and
• rational, political and emotional considerations.

Managing change, working collaboratively video
Hillary Emery, TDA's executive director, Gateshead local authority – a pathfinder for swift and easy access and targeted youth support, and a local school describe how the TDA's change management process helped the authority and its partners work collaboratively around issues in early intervention and prevention. View the video

Change inevitably provokes rational, emotional and political responses. Some staff, for example, may be emotionally reluctant to give up inappropriate tasks. For remodelling to be successful and sustainable there must be a compelling reason to change, a clear vision for the future and a coherent plan for getting there.

It helps schools develop the additional flexibility, capacity and capability to successfully meet new challenges and requirements into the long term, including sustaining those of the national agreement and the extended schools agenda.

Staff become more involved in the running of their schools, and collaboration between staff – and between schools, organisations, stakeholders and agencies – is encouraged and improved. The result is that schools:

• have the capacity and capability to improve standards
• attract and engage the best talent
• increase their focus and purpose
• build professionalism, and
• enjoy greater success.

Schools that are remodelling:

• have teaching and learning as their main focus and improve their performance by raising standards of professionalism and building core competence throughout the workforce
• involve all the school workforce (or their representatives) and other relevant stakeholders in making decisions, and apply remodelling approaches to all key challenges
• have change management as part of school life, make quick and effective strategic decisions and implement new initiatives quickly, enabling staff to focus on their core responsibilities
• share their experiences, expertise, resources and learning with other schools, agencies and stakeholders, and understand, establish and absorb examples of effective practice from within the education sector and beyond
• ensure their staff have a reasonable work/life balance and that tasks and activities are carried out by appropriate people within flexible working patterns, and
• attract and retain the best available talent through creating a highly motivated and positive working environment.