Type

Their Significance to Cheng Shiu University

Communication method and frequency

Students

Students – Core beneficiaries of educational services; their learning outcomes, satisfaction, and development directly reflect the University’s mission.

● University Affairs Proposal System (anytime)

● Advisor Meetings (weekly)

● Teaching Feedback Surveys (once per semester)

● Office of Student Affairs (anytime)

● Student Appeals Section (anytime)

Faculty And Staff

Faculty and Staff – Key drivers of teaching, research, and administrative excellence; their expertise and engagement ensure institutional quality and innovation.

● resident’s Mailbox (irregular)

● Official CSU Website Announcements (irregular)

● Unit Email Accounts (irregular)

● University/Academic/Departmental Meetings (at least once per semester)

Government Organizations

Government organizations – Policy-makers and funding providers; their regulations, resources, and evaluations guide compliance and strategic alignment.

● Official Correspondence (irregular)

● Participation in central or local government public hearings, workshops, forums, or briefing sessions (irregular)

● Submission of progress or final reports (irregular)

● Project Proposal Meetings (irregular)

● Evaluations, inspections, and site visits (irregular)

High Schools

High Schools – Talent sources and academic partners; collaborative programs strengthen student recruitment and academic pathways.

● University Visits (irregular)

● On-campus Promotions (irregular)

● Enrollment Expos (irregular)

● Curriculum Articulation Seminars (irregular)

● Strategic Alliances (irregular)

Enterprises

Enterprises – Industry collaborators; provide internship, employment, and research opportunities, linking academia to market needs.

● Signing Ceremonies (irregular)

● Industry-Academia (Internship) Matching / Briefings & Exchange Meetings (at least twice per semester)

● Curriculum Committee Meetings (at least once per semester)

● Industry-Academia / Industrial Alliance Meetings (irregular)

Parents

Parents – Supporters and evaluators of student development; their trust reinforces the University’s educational credibility.

● Freshman Parent Orientation (once per academic year)

● Enrollment Prospectus (once per academic year)

● Annual Accountability Report (once per academic year)

● CSU Website & Email Communication (irregular)

● Parent Service System (irregular)

Alumni

Alumni – Brand ambassadors and resource contributors; maintain lifelong ties that benefit institutional growth.

● Alumni Association Board Meetings (at least once per year)

● Department Alumni Gatherings (irregular)

● Alumni Homecoming Events (irregular)

● University Anniversary Celebration (once per year)

● Graduate Employment Tracking Surveys (once per year)

Community And the Public

Communities & the Public – Beneficiaries of outreach, cultural, and social responsibility programs; their feedback shapes local engagement.

● Local Briefings (irregular)

● Community Collaborations (irregular)

● Event Participation (irregular)

Non-Governmental Organizations（NGO）

Non-Governmental Organizations (NGOs) – Strategic partners in sustainability, community service, and advocacy projects.

● Public Welfare Cooperation Meetings / Signing Ceremonies (irregular)

● Lectures & Workshops (irregular)

● Advocacy Platforms (irregular)

Suppliers

Suppliers – Providers of goods and services; their collaboration impacts operational efficiency, sustainability practices, and compliance.

● Signing Ceremonies (irregular)

● Procurement Evaluation Meetings (irregular)

● Supplier Briefings (irregular)

Students

● Course quality and learning outcomes

● Internship and employment opportunities

● In the 2023 academic year, student overall literacy satisfaction scored 4.38/5, indicating that students generally believe courses promote personal growth.

● Offered 38 interdisciplinary credit courses to encourage integration of diverse knowledge and acquisition of second specialties, with 16,598 student enrollments.

● In 2025, plans to launch a “Sustainable Development Micro-Credential Program” to foster student engagement in sustainability and social responsibility learning and practice.

● Promoted high-quality off-campus internship programs to help departments expand internship partners and positions. In the 2023 academic year, collaborated with 349 enterprises/organizations to provide workplace learning opportunities for 1,555 students.

Faculty And Staff

● Teaching resources

● Research support

● Promotion and career development

● Promoted innovative teaching models through teaching practice research, faculty professional growth communities, and incentives for textbook compilation.

● Encouraged faculty to complete at least six months of industry-based training, service, or research related to their field every six years to enhance practical teaching skills.

● Conducted regular teaching feedback surveys; in the first semester of the 2024 academic year, the average teaching evaluation score was 4.49/5, reflecting improved teaching quality.

● Strengthened the Teaching Assistant (TA) training system to enhance support effectiveness; in 2024, 440 students served as TAs, leveraging their expertise to assist learning.

Government Organizations

● Regulatory compliance

● Policy response

● Project outcomes

● Received MOE Higher Education Sprout Project funding for 7 consecutive years, with NT$240 million awarded in 2024—the highest among private technical and vocational universities.

● Conducted college self-evaluations, institutional self-assessment, and departmental evaluations under the “Teaching Quality Assurance Service Program” in 2024, ensuring continuous improvement.

● Promoted moral education and fostered a sustainable, diverse, and friendly campus culture; awarded the MOE “Friendly Campus Award – Southern Region Outstanding School” and “Moral Education Model School” in 2024.

● Demonstrated excellence in technical and vocational education; President KUNG, Jui-Chang received the MOE “Technical and Vocational Education Contribution Award.”

High Schools

● Further education guidance

● Specialized courses

● Strengthened curriculum alignment and teaching collaboration with partner senior high and vocational schools in Southern Taiwan, holding semesterly forums to connect university and secondary school resources for shared educational benefits.

● Organized project competitions, diverse experiential workshops, and career exploration activities to help high school and vocational students understand university programs and clarify future goals.

● In 2024, 85% of students came from Kaohsiung, Pingtung, and Tainan, with total enrollment reaching 14,957.

Enterprises

● Research technology

● Industry-academia collaboration

● Talent demand and matching

● Invited industry experts for co-teaching in over 300 courses annually, guiding student projects to enhance industry knowledge and foster faculty–industry collaboration.

● Established technology research centers and laboratories to provide technical services and drive industrial growth; in 2024, partnered with 1,506 companies, completing 1,606 collaborations with a total value exceeding NT$450 million.

● Cultivated industry-ready professionals, earning high employer satisfaction; in the Cheers 2025 “Most Favored Graduates” ranking, CSU rose to Taiwan’s Top 5.

● Matched students with relevant workplaces to expand quality internships, collaborating with 349 enterprises/institutions in 2024 to provide premium off-campus training sites.

Parents

● Student learning outcomes

● Tuition and financial aid

● Career development

● Held 130 career guidance events in 2024, attracting 6,162 student participants to enhance employability skills.

● Co-hosted the Campus Job Fair with the Workforce Development Agency (Kaohsiung-Pingtung-Penghu-Taitung branch), featuring 110 companies and 5,000 job openings to boost employment matching efficiency.

● Implemented a comprehensive financial aid system, awarding NT$74.64 million in scholarships to 10,725 recipients in 2024.

● Launched a parent service platform with advisor and attendance care mechanisms, strengthening parent–teacher communication and trust.

Alumni

● Alma mater development

● Workplace networking

● Established the Alumni and Career Development Center to provide resources and services, strengthen alumni–school interaction, and increase donations and collaboration, with funds used to enhance teaching quality and student support.

● Departments formed alumni associations to boost alumni engagement; organized career talks where alumni shared market insights and industry trends with students.

● Conducted graduate employment satisfaction surveys; in 2023–2024, one-year post-graduation satisfaction averaged 4.26/5 with a 90.9% response rate. Results were shared with departments to improve teaching quality.

Community And the Public

● Local issue collaboration

● Space sharing

● Built 18 USR Learning Bases in 2024, engaging 187 key stakeholders and 6,404 local participants, fostering long-term community learning and exchange.

● Mobilized academic departments and student clubs to provide services for disadvantaged and rural communities.

● Digital Buddy Program in 2024 supported six rural schools, enhancing students’ motivation and learning opportunities.

● Supported startups in the Incubation Center, offering technical and operational guidance; in 2024, 22 firms were housed, and 3 graduated.

Non-Governmental Organizations（NGO）

● Social issue collaboration

● Sustainability advocacy

● Advanced sustainability through forums and collaborative projects with NGOs, jointly publishing results to amplify social impact.

● Launched the “Community Co-Learning Classroom” under the Dream-Realization Social Feedback Program, partnering with local care and service organizations in 2024.

● Received 105 donated artworks from the Hsiao Chin International Art Foundation; preserved by the Cultural Relics Conservation Research Center, with a special exhibition planned for Sept.–Nov. 2025.

Suppliers

● Fair trade

● Quality assurance

● Sustainable procurement

● Implemented transparent procurement processes; in 2024, partnered with 1,337 local suppliers, achieving a 92.22% local procurement rate.

● Promoted green procurement, prioritizing energy-efficient products; in 2024, green purchases reached NT$22.78 million, showing annual growth.

● Planned a 2025 supplier evaluation to strengthen sustainability awareness, performance quality, and environmental transparency in the supply chain.