‘Joined-up government’ has been a topic of important discussion in the early twenty-first century as much as it was in the end of the twentieth century. Reinventing government was a move towards the ‘new public management’ which revolved on the importance to stimulate a business situation in the government and to apply the disciplines of the market to the public sector. The joined-up government on the other hand advocated a more holistic approach. It not only sought to apply the logic of economics but also the insights of other social sciences such as sociology and cultural theory to reform and change public service. This book focuses on the joined-up government strategy of the UK government. This strategy sought not only to bring together the government departments and agencies but also a number of various private and voluntary bodies for a common goal. The chapters in this book discusses the various barriers to the joined-up government such as contrasting perspectives of the central and local government, the conflicting departmental interests, and the diverging interests of the professionals.

Seeks to answer the question `How does monarchy function in a modern democracy?’ Since the British Constitution is so heavily dependent upon history, the question can only be answered historically. The rules that regulate Britain's constitutional monarchy and the so‐called personal prerogatives are then discussed. Three twentieth‐century constitutional crises in which the authority of the sovereign was in question are then analysed. Finally, the book considers how the monarchy is financed, and the relationship between the monarchy and the Church of England and the monarchy and the Commonwealth. The concluding chapter considers the future of constitutional monarchy.

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