Annual Plan

Annual Plan 2026

What BeeCharity intends to do in 2026. This is a plan of our priorities, targets and commitments for the year ahead — not a report of results already achieved.

This document is a plan, not an impact report.

It describes what we aim to do in 2026 and what we are working towards. Every figure here is a planning target or a proposed budget category. It contains no claimed results, and no invented income or expenditure.

Publication date: September 2026
Version: 2.0
Board approval status: Approved by the Board
Next review date: December 2026

1. Message from the board

This document sets out what BeeCharity intends to do in 2026. It is a plan, not a record of achievement. We are publishing it at the start of the year so that anyone who supports us — as a volunteer, a donor or a partner — can see exactly what we are working towards and hold us to it.

BeeCharity is a young, registered Swiss association. We have chosen to begin with a small number of clearly defined projects rather than broad promises, because focus is what allows us to plan honestly, spend responsibly and report openly. Where a local partner, site or treatment model is still under assessment, we describe the current planning stage plainly in the pages that follow.

Our commitment for the year is simple: publish the plan, do the work carefully, and report what actually happened. We would rather earn trust slowly through honesty than claim results we have not delivered.

2. Organisation profile

BeeCharity is the operating name of “bee Charity” Verein, a registered Swiss nonprofit association with its seat in Dübendorf, Canton of Zurich. The association is entered in the Commercial Register of the Canton of Zurich under UID CHE-457.076.818.

The association is governed by a board that holds joint signing authority: any two authorised representatives must sign together to bind the association. Our current work begins with BeeFuture, a Zürich pilot combining biodiversity, environmental education and practical community action. A humanitarian and child-focused programme is a longer-term direction dependent on verified partners and safeguards.

3. 2026 priorities

Our priorities for the year are deliberately modest and concrete. Each is described in more detail in the sections that follow.

Finalise the BeeFuture Zürich pilot design and budget.
Secure BeeFuture funding and establish Zürich school, community and environmental partnerships.
Prepare biodiversity education materials, kits and activities; recruit participants and volunteers.
Establish BeeFuture evidence systems, deliver the first pilot and publish verified outcomes and expenditure.
Develop the long-term humanitarian programme through responsible fundraising and specialist partnership development.
Continue responsible humanitarian fundraising and specialist partnership development.
Recruit and organise volunteers responsibly, including remote and on-the-ground roles.
Develop corporate partnerships that support BeeFuture and the long-term humanitarian direction without compromising our independence.
Strengthen governance, safeguarding and financial controls as we grow.
Publish transparent project, financial and impact reporting after each activity.

4. BeeFuture Zürich pilot

BeeFuture is the sole current flagship programme. The 2026 priority is to define a Zürich biodiversity and environmental-education pilot with local partners, published safeguards, a clear budget and a practical learning plan.

CHF 100 has been recorded for BeeFuture. Delivery claims will only be made after the pilot scope, partners, permissions and reporting method are approved and published.

5. Long-term humanitarian programme development

The child-focused humanitarian direction remains in its design and partner-development stage. No children are being supported through it, and BeeCharity does not provide medical treatment.

Our goal is to identify and verify suitable specialist partners and define a safe, lawful safeguarding and delivery model. The programme’s funding target and any future delivery milestone will be published only after the relevant partners and model are approved.

6. Volunteer recruitment

Volunteers are central to how BeeCharity works. In 2026 we plan to build two kinds of participation: remote, skills-based help — communications, translation, research, design — that a small association needs, and on-the-ground participation in specific, confirmed activities organised with local partners.

On-the-ground participation depends on the same partner confirmations and permissions that govern the projects themselves. We will not invite volunteers to a site until the activity is confirmed, safe and lawful, and any activity involving children will be tightly governed by safeguarding rules.

7. Corporate partnerships

We plan to develop partnerships with responsible businesses that wish to support BeeFuture, employee volunteering or the long-term humanitarian programme. Partnerships will be assessed for alignment with our values and independence, and we will decline support where it would create a conflict of interest or reputational risk.

Any corporate partnership will be documented and, where appropriate, disclosed. Sponsorship does not buy influence over our governance, safeguarding or reporting decisions.

8. Governance priorities

Maintain joint signing authority on all binding commitments and bank instructions.
Keep the register of board roles, responsibilities and conflicts of interest up to date.
Review and approve project plans and budgets before fundraising begins.
Document key decisions, partnerships and expenditure for review against our policies.
Progress the association’s policy library from draft toward formally adopted versions.

9. Safeguarding priorities

Treat safeguarding as a design constraint for the humanitarian programme, not an add-on.
Verify partners’ own safeguarding policies as part of due diligence.
Protect the privacy of children: no identifiable images, names or medical records.
Avoid “sponsor a named child” models unless demonstrably lawful and in the child’s interest.
Provide clear, accessible routes to raise a safeguarding concern.

10. Fundraising targets

The following are fundraising targets for 2026. They describe what we aim to raise, not money already received.

BeeFuture Zürich: funding target to be published after pilot scope and budget approval.
Children’s healthcare programme: funding target will be published once a delivery partner and treatment model are approved.
Unrestricted and operating support: welcomed to strengthen the association’s capacity to deliver.

11. Proposed expenditure categories

We publish proposed expenditure categories rather than invented amounts. Actual figures will be set with local partners and published against each category after delivery.

Direct programme delivery: local coordination, permissions, materials and activities.
Programme materials, safeguarding and responsible delivery costs.
Volunteer safety, equipment and provisions.
Safeguarding and due-diligence costs.
Local communications and awareness.
Documentation, verification and impact reporting.
Payment-processing and fundraising costs.
Minimal operating and administrative costs.
A reasonable contingency.

12. Reporting commitments

Publish each project’s target and budget before asking for support.
Label every figure clearly as a plan, a target or a documented result.
Publish spending against target, outcomes and lessons after each activity.
Track restricted funds against their stated purpose.
Publish annual accounts and an annual report following the applicable reporting period.
State honestly where a milestone has not been met.

13. Risks and dependencies

Local partners and permissions must be confirmed before any project can proceed.
Fundraising may not reach targets, which would delay or reduce activity.
Site, partner and seasonal conditions can affect the timing and safety of BeeFuture activities.
Materials, permissions and safeguarding capacity must be confirmed before delivery begins.
The humanitarian programme depends entirely on verifying suitable specialist partners.
As a small association, our capacity is limited and priorities may be re-sequenced.

14. End-of-year review process

At the end of 2026 the board will review this plan against what actually happened. That review will compare each priority and target with the outcome, explain material differences honestly, and inform the following year’s plan.

The review, together with annual accounts and any completed project reports, will be published in our Transparency Centre once finalised for the applicable reporting period.

"bee Charity" Verein (BeeCharity) · Dübendorf, Switzerland · UID CHE-457.076.818

Annual Plan 2026, version 2.0. Approved by the Board. Next review December 2026.