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A national survey of PCG chief executives and social services representatives on PCG boards showed that most consider the social services role 'very useful'. Most social services representatives spent two to four days a month on PCG business. Two-thirds felt they needed more time. Almost half felt they had little or no support. Better feedback mechanisms are needed for social services representatives.

Joint working between organisations and professions is a key part of many of this government's initiatives, including health action zones. To work effectively together, professionals must overcome the problems of different cultures and different patterns of accountability. Teamworking across the boundaries of health and social care is generally inadequate.

The white paper proposals for partnerships in the NHS of the future are much less developed than those for performance. It is unclear whether collaborative activities are discretionary or mandatory. Effective inter-agency co-operation will require central government to give joint working a higher priority.

The interface between social care and primary healthcare remains underdeveloped. Where joint working is effective, it is the result of co-operation, trust and mutual respect. Successful local networks take account of professional autonomy.

Few authorities have joint commissioning of mental health services for children and adolescents. But the introduction of children's services plans in April offers an important opportunity, argues Bob Hudson.

Tension and conflict between GPs and social services have dogged community care reforms. Bob Hudson suggests how the links can be strengthened.

In the second part of his overview of the deinstitutionalisation policy of the 1980s Bob Hudson examines the reasons for its apparent failure and looks at what needs to be done in the 1990s.