In order to put sufficient pressure to subordinates, organizational leaders have to demonstrate the determination to support e-learning program, therefore, a top-down first strategy is necessary. On the other hand, e-learning activity is closely related to the staffs’ information technology literacy and organizational culture, and organizational members will have the feedback loop to organization. No matter it is positive or negative feedback, organizational leaders must seriously take it into consideration, then provide resources in time and declare the determination again.

   The Institute adopted such a strategy to assist local governments setting an annual e-learning plan, and according to their business activity specialization, civil servants were required to take a number of professional courses. At the beginning, a reward incentive mechanism was initiated to let civil servants have a pleasant learning experience. Trying to create a positive correlation between training and performance and establishing the legitimacy of e-learning, it also encouraged organization members to improve their performance with e-learning.

   Based on ‘The Readiness Rankings’ yearly report of 2006 and 2007 by the Economist magazine and IBM, the ranking of Taiwan was 23 and 17 respectively, and it indicates that the condition of promoting e-learning is mature. However, in order to increase local civil servants’ participation in e-learning and to reduce digital gap, it is necessary to set exclusive e-learning system and to broaden bandwidth to allow sufficient on-line reading at the same time. To reduce e-learning gap successfully, it also needs to balance distribution of learning resources and train seed teachers.

   The e-learning experience will enhance the personal working effectiveness; therefore, it should be systematically accumulated and organized as organizational common knowledge. Knowledge management practice has already been introduced to Taiwan’s public sector for many years, if e-learning can integrate with knowledge management, there is no doubt that it will add knowledge sources to organizations, speed up the creation of learning organization, and increase organizational competitiveness.

There are 52 public sector e-learning websites have been constructed in Taiwan webs by February, 2007. The contents of e-learning program include not only officially required knowledge and skills, but also other courses such as language, computer, health, tourism and culture. If these agencies could integrate and exchange their resources, and form strategic alliances, it could save a lot of money and the learning effects could be also multiplied.

   After adopted these four strategies, seven action programs have been presented accordingly.

   “Program of promoting local governments to implement e-learning” was designed by the Institute in 2008. This program includes the following activities, such as “assisting local government implementing e-learning”, “cultivating talented digital people ”, and “benchmarking”, etc. Furthermore, the main purposes of this program are to help local governments to promote e-learning, to provide descent learning environment for civil servants, to offer core knowledge and skills for learners’ professional development, to save training costs, and to create knowledge economy. To fulfill these purposes, professional consulting team was organized to give advice to governments.
　

   The Institute connects e-learning with performance appraisal system of Central Personnel Administration, Executive Yuan. In 2006, the Institute used “E-Learning Center” website to hold the “ E-Learning Competition of Local governments” and set rewards for “The Most Participating Group”, “The Most effective Group” and “Contribution of Best-led person.” From 2007 to 2009, it also rolled out “Award for the most effective person”, “The Best-led group in public Forum”, “E-Learning Material Competition”, etc. and all 23 local governments in Taiwan were actively involved.
　

   Since 2007, the Institute held education training program for local government e-learning seed teachers. The list of qualified teachers was delivered to local governments to solve the teacher shortage problem. In 2008, the Institute held basic and advanced courses for how to make e-learning teaching materials, and 1,290 civil servants were trained and e-learning materials were also produced for training purpose. The Institute also prepared necessary materials such as manual of website operation, teaching materials and promotion films.
　

   In 2007, the Institute developed an annual blended learning plan to integrate “e-learning center’” with actual classroom courses. According to the plan, blended learning modes of “E+C” and “E+C+E” were proposed. It is a learner-oriented strategy and will have a synergy coming out from the learning platform. During this period of time, accompanied with incentive mechanism, civil servants were encouraged to prepare designated e-learning courses before they went to the classroom, to help them to study online, to discuss with other participants through “public forum”, and to establish a communication channel among teachers and learners. Hopefully, it could stimulate learning atmosphere, and enhance the learning effect.
　

   The Institute added “public forum“ function to “E-Learning Center” in 2008 in which an exclusively individual forum for each local government was designed, and each local government may at least select four discussion subjects and assign six moderators to manage the forum. Based upon the number of articles published, 9 grades were created to keep the game competitive (see Table 1). At the end of the year, the Institute will reward those members who belong to the highest degree. In 2008, the total articles published in the forum were 186559, and 22 administrative cases were produced from them. The Institute launched “Elite Internet Forum” hosted by professors from different college in March 2009, and 3 subjects were scheduled to be examined in every quarter. For the purpose of rewarding, according to the content of article, 3 category of above average, good and excellent were employed, and gave “knowledge currency” of 5, 10 and 15 accordingly. The “knowledge currency” mechanism not only helps to improve the discussion, but also is expected to produce more valuable administrative cases from the forum.
　

Table 1：Public Forum Member Rating

   Based on training needs of civil servants, the Institute cooperated with professors from various universities and experts in public sectors to develop e-learning courses systematically, and transformed core professional knowledge into digital courses beforehand in order to enhance the effectiveness of classroom training. In addition, it is also important for the Institute to regularly purchase high-quality digital courses to provide learners studying online promptly. Furthermore, owing to the fruity of e-learning resources in public sectors, the Institute established a reciprocal exchange mechanism among agencies such as: Directorate-General of Budget, Accounting and Statistics, Executive Yuan; Research, Development and Evaluation Commission, Executive Yuan; National Palace Museum; Council of Cultural Affairs,’ ‘Department of Civil Servant Development, Taipei City, etc., and it did help to transform information instantly. Nowadays, “E-Learning Center” has 150 regular courses, and they are kept update continuously.