As we review 2025, I am pleased to report that the funds deployed toward projects were substantial and impactful, enabling the Serbian American Medical Association to support meaningful healthcare initiatives and infrastructure improvements.
The scale and effectiveness of the donations made to various projects in 2025 place this year among the most consequential in terms of real-world impact.
I. Fundraising Performance (2025)
- Total funds raised: approximately $181,000
- Key contributors:
- SAMA Tennis Open – Washington
- New SAMA Tennis Open – Chicago
- Chicago Topaz Annual Fundraiser
- Slava-based community giving
- Chicago-based events proved particularly effective in generating both financial support and project-specific impact
II. Completed Projects & Impact
- Renovation and support of five rural health stations, fulfilling commitments made in 2024:
- HS Ušće – HC Kraljevo
- HS Belušić – HC Rekovac
- HS Rabrovo – HC Kučevo
- HS Aleksandrovo – HC Srpska Crnja
- HS Stapari – completed entirely with funds raised through the Chicago fundraiser
- These projects improved healthcare access and working conditions for medical staff serving tens of thousands of patients
- The Stapari project serves as a model for targeted fundraising linked to clear execution
III. Organizational Challenges & Lessons Learned
- Project execution failures in Loznica and Bogatić
- Need for more rigorous project identification and vetting
- Increasing difficulty executing projects in Serbia with consistent transparency and integrity
- Over $100,000 in reserves not deployed into projects during 2025
- Incomplete impact documentation (e.g., missing video reporting for the Vršac project)
- Social media investment using personal funds produced limited return, reinforcing the need for a more focused and cost-effective communication strategy
IV. Financial & Operational Reflections
- Need to better align fundraising timelines with project readiness
- Importance of milestone-based execution, local accountability, and clear documentation
- Opportunity to identify cost-saving measures without compromising impact
V. Strategic Focus for 2026
- Primary mission focus: Children’s health and newborn care
- Priority initiatives:
- Neonatology equipment and services
- Support for parents and families throughout Serbia
- Operational approach:
- Fewer, higher-quality projects
- Stronger vetting and approval processes
- Mandatory milestones and reporting
- More disciplined and timely deployment of funds
- Fundraising will continue to be central, though Chicago-based events may not take place in 2026
VI. Items for Board Discussion
- New Board membership
- Volunteers
- Identifying and onboarding new volunteers
- Defining clear roles to support fundraising, projects, and communications
- Annual Newsletter and Communications
- Timeline and responsibility for preparation of the annual newsletter
- Chicago Fundraising in 2026
- Whether to pause, redesign, or replace Chicago-based fundraising events
- Cost-Saving Opportunities
- Review of operational expenses
- Identification of areas where costs can be reduced or optimized without impacting mission delivery
VII. Closing
SAMA has reached a stage where sustained impact depends on disciplined execution, thoughtful governance, and strategic focus. 2025 highlighted both our strengths and the areas requiring improvement.
I thank the Board for its leadership and commitment, and I look forward to a productive discussion that will shape the year ahead.
With respect and gratitude,
English 
Serbian