Executive Simon Stevens published a new 5-year plan for the NHS. Highlighting the challenges facing the NHS associated with an ageing population, the document argues:'The traditional divide between primary care, community services, and hospitals -largely unaltered since the birth of the NHS -is increasingly a barrier to the personalised and coordinated health services patients need.' 1 It then goes on to discuss what models of care might look like under the plan. The focus is on integration and collaboration, eschewing further structural change but highlighting the potential of new service models which bring GPs together with a wide range of other providers, including community, social, and acute care services. Moving care closer to patients' homes is highlighted, with vulnerable patients cared for proactively by multidisciplinary teams. None of this is new. GP fundholders pioneered better access to diagnostic tests and outreach by hospital consultants in the 1990s, 2 while the 2000s brought Community Matrons, Virtual Wards, and Models of Case Management.3 However, integration between primary and community health services (CHS) has not been easy to achieve, 4 and it is far from clear that such service models can, in fact, reduce costs.
5Against this background, an extensive review of existing literature was conducted to explore what factors should be taken into account in planning for primary care and CHS to work more effectively together. Starting with interdisciplinary healthcare teamworking (the micro-level), evidence was examined across all levels of the current care system to account for the diversity of the services.At the meso level (that is, service organisation and delivery) this article focuses on whether services should be co-located and cover the same patient populations in order to work effectively together, and finally, at the macro level we explored structural aspects such as GP and CHS ownership and payment models that may influence joined-up working.Our review suggests that there are ingredients for successful working to be found at the micro level, but that at the meso and macro levels evidence is hard to find.
A tAle of two servIcesIt is apparent that the current capacity of GPs and CHS to work together is largely determined by the history of the two services. Despite previous attempts to bring CHS and primary care together, such as the development of primary healthcare teams (PHCTs) in the 1980s/1990s and primary care trusts (PCTs) in 1997, the services continue to evolve separately. While much of this division stems from the inception of the NHS (when CHS and GP-provided services were separate in scope, funding, population coverage, and ownership), it is also rooted in different paths taken by waves of structural change in the NHS which have tended to reinforce barriers to joint working. For example, the reorganisation of community nursing into geographicallybased neighbourhood teams (rather than attached to GPs' practices) following the Cumberlege Report, 6 and the more recent Transforming ...