The background of civil service reform in Indonesia reveals the emergence of the reformation movement in 1998, following the fall of the authoritarian New Order regime. The reformation movement has seen the introduction of reforms in Indonesia's various governmental institutions, including the civil service. The civil service reforms were marked by the revision of Act 8/ 74 with Act 43 of 1999 on Civil Service Administration. The implementation of the civil service reform program, which was carried out by both central and local governments, required cooperation between the actors (in particular, Ministries, agencies and local governments), known as coordination. Currently, the coordination that occurs between actors tends to be rigid and hierarchical. As a result, targets are not efficiently and effectively met. Hierarchical coordination, without a strong public sector infrastructure, tends to have a negative impact on achieving the desired outcomes of the civil service reform program. As an intrinsic part of the New Order regime, hierarchical coordination resulted in inefficiency and lack of efficacy. Despite these inefficiencies, the administration and the political environment have changed significantly as a result of the reform process. Obvious examples of the reforms are changes in recruitment patterns, placement and remuneration policies. However, in the case of Indonesia, it appears that every state institution has its own policy. Thus, it appears that there has not been policy coherence in the civil service reform program, resulting in the lack of a sustainable program. The important thing to examine is how the coordination mechanisms of the civil service reform program in the central government have developed during the reform era in Indonesia The purpose of this study is to analyse the linkages between coordination mechanisms and the actual implementation of civil service reform programs. This is undertaken as a basis for intervention based on the structures and patterns of coordination mechanisms in the implementation of civil service reform programs. The next step is to formulate the development coordination mechanisms, particularly to create structures and patterns of civil service reforms which are more sustainable to the specific characteristics of public sector organisations in Indonesia. The benefits of this research are a stronger understanding of the linkages between the mechanisms of coordination and implementation of civil service reform programs. Through this analysis, the findings can then be applied as a basic consideration in planning a sustainable civil service reform program. In the basis of theoretical issues concerning the linkages between coordination mechanisms and implementation of civil service reform program sustainability, this book explores the type of coordination, which is needed to test the proportional and sustainable concept of the intended civil service reform program in Indonesia. Research conducted through studies, surveys and donors has shown that poor coordination is the major hindrance to the civil service program reform in Indonesia. This research employs a qualitative approach. In this study, the coordination mechanisms and implementations of civil service reform programs are demonstrated by means of case studies of the State Ministry for Administrative Reform, the National Civil Service Agency and the National Public Administration Institute. The coordination mechanisms in these Ministries and agencies were analysed using indicators of effective and efficient coordination. The analysis of the coordination mechanisms shows a tendency towards rigid hierarchical coordination. This raises concerns about fragmentation among departments and agencies at the central government level and calls for integrated civil service reform both at central and local governmental levels. In the context of implementation programs, a hierarchical mechanism of coordination leverages on various aspects, such as the program formulation, implementation flow of the program, the impact of policies, and achievement targets. In particular, there was a shift process of the mainstream civil service reform in the Ministries and agencies which are marked by the emergence of sectoral interest and inefficiencies in the civil service reform program. The primary result of successful civil service reform is increased professionalism in the civil service. The findings on hierarchical mechanisms and the prescriptions which will follow show that the professionalism of Indonesia’s civil service is at stake. The implementation of the program through coordination mechanisms in Ministries and agencies is measured in various dimensions: the centre of coordination, integration of coordination, sustainability of coordination and multidimensionality of coordination. The results of this analysis show that coordination mechanisms and the implementation of civil service reform are more successful when they are integration rather than hierarchical mechanisms. For a successful implementation of the reform program, it is crucial to intervene and change the type of coordination at the central government through the integration approach (hierarchy, market, and network). Furthermore, in order to move towards the integration type mechanism of coordination the separation of the administration and politics in the practice of good governance needs to be carried out immediately and simultaneously. Based on this analysis, it can be concluded that the integration type mechanism of coordination is a suitable for Indonesia for a sustainable civil service reform program. Finally, to achieve coherent civil service reforms, national policies developed according to the central government's priorities are indispensable, establishing a coordination mechanism that can be adhered to throughout all reform sectors.