Staff Charter

I. Our mission.
Our mission is to deliver the ultimate SCP casual roleplay experience. We serve the players first. While actions are executed to protect, enhance, and elevate the player experience, player safety is our highest operational responsibility. No consideration of convenience, popularity, or organizational interest shall supersede our obligation to protect players from harm.
The Site-17 staff organization exists to bridge diverse talents into a unified, cohesive team. We cultivate a supportive, professional, and stable working environment so that our staff can effectively serve our players and sustain the project.
This charter governs the operation of Site-17 and establishes the principles, authorities, and responsibilities applicable to personnel serving within the Site-17 project. Personnel belonging to Breadcrumbs or other projects remain subject to the policies and authority of their respective organizational leadership. Where personnel serve multiple projects, this charter applies to their conduct and responsibilities while acting on behalf of Site-17.
II. Core values.
These three core values are the driving philosophies of our organization.
Stewardship. We treat authority as a responsibility entrusted to us, not a privilege. We lead with grace, treating honest mistakes as opportunities for learning and improvement while holding ourselves accountable for the trust placed in us.
Integrity. We commit to honesty and transparency in our actions and communication, holding ourselves to the highest ethical standards.
Collaboration. We operate as a unified team where no branch holds inherent superiority over another, respecting each individual's specialized expertise to achieve our shared goals. Every staff member shares responsibility for the health of the project and player experience, regardless of their specific role or branch.
III. Leadership principles.
We manage our teams using the doctrine of mission command and situational leadership.
Mission command. Leaders establish clear objectives and delegate the authority necessary to achieve them. Staff are expected to exercise initiative rather than wait for instructions.
Developing future leaders. Leaders are expected to develop future leaders. We actively mentor junior staff, share knowledge, and prepare the next generation of team members to ensure the long-term sustainability of the project.
Dynamic leadership styles. Leaders should adapt their approach to the needs, experience, and circumstances of the staff they lead.
Delegated authority. Leadership may delegate authority to branch managers and experienced staff to operate their domains autonomously.
IV. Decision-making framework.
This framework governs how decisions are made, conflicts are resolved, and order is maintained when uncertainty arises.
Strategic approval. All structural policy changes, core system modifications, and major public-facing updates must be formally approved by high leadership before deployment.
Resolving stalemates. In the event of an irreconcilable cross-department disagreement, the issue is formally routed to high leadership. High leadership will act as an objective arbitrator, hearing both perspectives before issuing a final, binding decision.
Continuity of command. In critical emergencies where high leadership is unavailable, operational authority passes to the designated successor or, when none is available, the most senior qualified staff member present. They are empowered to make immediate decisions to stabilize the situation and protect the project.
Judgement over rigidity. Policies provide structure and consistency, but staff are expected to exercise reasonable judgement when circumstances fall outside established guidance. Exceptions should be made only when necessary, justified, and consistent with the organization's mission and values.
V. Accountability and fairness.
Authority is entrusted, not possessed. Rank exists to provide the responsibility and authority necessary to serve the organization, not to provide personal status or privilege. No staff member is above responsibility.
Accountability distinguishes between honest error, negligence, and misconduct. Honest mistakes should primarily result in correction and education. Repeated or negligent failures may warrant disciplinary action, while intentional misconduct is subject to appropriate sanction. We enforce accountability through a fair, objective, and consistent process.
We reject one-sided judgments. Every staff member is entitled to a fair, private, and objective inquiry when allegations arise. Leadership is committed to gathering facts and hearing the perspective of the accused before any final decision is made, ensuring that fairness, dignity, and integrity guide our internal actions.
Accountability is intended not only to correct misconduct but to restore trust where possible. Staff who demonstrate genuine improvement may regain responsibilities and trust after disciplinary actions.