Programmes
From national ambition to testable work.
The programme architecture is designed to prevent a familiar failure: announcing a mission before the scientific question, coalition, funding and delivery path are real. Every strand begins in discovery and earns its next stage through evidence.
All programme strands are in concept or predevelopment. No flight opportunity, launch, funded mission, partner commitment or delivery date is confirmed.
Architecture
Four connected routes into the mission horizon.
- 01
Scottish Lunar Programme
A proposed national-scale agenda for lunar science, payloads, exploration systems, space health and cislunar infrastructure.
- 02
Highland analogue missions
A proposed field platform for instrument testing, rover operations, human factors, training and public science in relevant Scottish terrain.
- 03
Payload and instrument accelerator
A future pathway for teams to mature focused scientific instruments and payload concepts through review, testing and mission-fit assessment.
- 04
Generation Moon
An education and participation network intended to connect schools and communities with authentic mission questions and evidence.
Stage gates
No programme advances on excitement alone.
- 01
01 — Listen
Test the need with researchers, industry, agencies, educators, funders and communities before fixing the solution.
- 02
02 — Map
Document evidence, capability, comparators, costs, dependencies, risks and the missing work required for a credible case.
- 03
03 — Test
Run the smallest useful feasibility study or field experiment with predeclared measures, limitations and stop criteria.
- 04
04 — Decide
Use independent review to pursue, redesign, hold or close the strand. Publication does not substitute for a decision gate.
- 05
05 — Deliver
Only a funded, governed and contracted work package enters delivery, with named ownership and transparent reporting.
Mission Zero
The first programme is the decision architecture itself.
Mission Zero is the proposed discovery and feasibility phase for the Institute. Its job is to determine whether there is a distinctive, supported and deliverable role for an independent Scottish mission institute — not to assume one.
A credible first cycle would produce a capability map, research-question register, partner and public listening record, risk register, programme options, independent review and a documented fly, reshape or stop decision.
A beautiful programme map is not programme readiness. Readiness begins when evidence, authority, people, funding and delivery responsibility converge.