The text of the Strategy of Josip Juraj Strossmayer University of Osijek 2011 – 2020 was adopted at a joint session of the Senate and the University Council on 19 December 2011. An overview of the accomplished objectives and tasks defined in the Strategy for the period of less than two years since the start of implementation is presented in the Strategy of Josip Juraj Strossmayer University of Osijek 2011 – 2020  Report on the implementation of strategic objectives and tasks from 19 December 2011 until 01 October 2013, and adopted by the Senate on 01 July 2014. In the following half-year period, the document Strategy of Josip Juraj Strossmayer University of Osijek 2011- 2020  Amendments was defined. The text of the Strategy (2011) contains a long-term plan and program for University development in the period 2011 to 2020, with defined objectives in university activities: teaching process, higher education and students, science and research, international and inter-institutional cooperation, contribution of the University environment in which it operates, human and material resources, as well as infrastructure development of the University. Amendments to the Strategy are based on the valorization of the current implementation of the Strategy in 2011 and re-thinking strategic goals, taking into account new circumstances in the regional and national environment. For the first time, the Amendments to the Strategy focus on the strategy of quality management system as the seventh strategic area with the aim of strengthening the effective organizational structure for the implementation of activities of quality management systems at all levels and improving the level of development and the effectiveness of the quality management system according to the criteria set in the Standards and Guidelines for Quality Assurance in the European Higher Education.

Development of strategic documents is a very responsible task. It needs to cover key aspects of which the institution abides by and develops (mission, vision and guiding principles), to define as specifically as possible the strategic goals and objectives based on these key aspects, but also ensure their implementation and monitoring and verification of the results achieved during the planned period. Strategic documents have to include fine specifics of the institution, based on the particular features of its potential and resources, and through interaction with the environment it operates in and should be recognized by its specific qualities. Development of the institution should consistently follow a distinctive line and be gradually directed towards achieving the goals set in these key development documents.

We want the University of Osijek and the City of Osijek to be recognized as a desirable place to study, live and work. In the scope of overall University Strategy, particular emphasis is put on the international cooperation.

The University in Osijek engages in considerable activity at the international scene regarding (non)teaching staff and students exchange. The individual exchange is pursued primarily within the Erasmus+ Program 2014-2020, with the aim to contribute to creation of the European Higher Education Area.

University’s strategic aim is to assure internationalization at all levels of academic and scientific activity and to become widely visible and competitive in the international higher education community, while establishing efficient cooperation with universities worldwide.

Some of our main goals are:

    – increasing international activity through active participation in the Erasmus+ and in European research programs and projects;
    – expansion of international cooperation through individual mobility exchanges of students and staff
    – intensification of international student exchanges within international programs and bilateral agreements
    – education of students in internationally friendly academic environments
    – creating opportunities for home staff and students to experience international perspective of study programs at home within the concept of “Internationalization at Home”