Steam ID:
STEAM_0:0:567031052
Discord name:
xc3i1s < XIL
For how long have you played on CG SCP:
Almost Two Years now 1 1/2, < January 2025
Age:
20
In what country are you located?:
USA
Time zone:
CST-EST
Character name(s):
Foundation:
Civilian name:
What server are you applying for? (SCP-RP UK or SCP-RP USA):
SCP-RP USA
Do you have a mic?:
Yes, I do.
List all whitelisted, MTF, or CI roles that you hold or have held:
Have you received any kicks/bans/warning? and why?
Yes, Only two warns but when i do /warns nothing pops up for me but I have received two that I am aware of
FAIL RP: One is for printing a keycard titled "Meow"
FAIL RP: The other was for printing a picture of 096;s face. Yes which I do admit I was in the wrong for both of these though I had no prior knowledge I accept the Repercussions for what I did. Other than that, None.
ADDITION : One from my time as a medical trainee level 7-15 ish? because I went to my place of death instead of waiting after being killed. (though that was more of a verbal warning) I did not fully understand the rules at the time.
STEAM_0:0:567031052
Discord name:
xc3i1s < XIL
For how long have you played on CG SCP:
Almost Two Years now 1 1/2, < January 2025
Age:
20
In what country are you located?:
USA
Time zone:
CST-EST
Character name(s):
Foundation:
| Esme[ralda] Cherokee [DoM] |
| Cybil Lavinia [EVENT CHARACTER FOUNDATION] |
| 'The prophet' //January// < [SH EVENT CHARACTER] |
'Judas' < [CM] |
Civilian name:
Emee Cee, [I get killed and camped  (] |
| Arabella Curtian [Civilian] < Medic |
| Elowyn Saccharine [EVENT CHARACTER GOC] |
What server are you applying for? (SCP-RP UK or SCP-RP USA):
SCP-RP USA
Do you have a mic?:
Yes, I do.
List all whitelisted, MTF, or CI roles that you hold or have held:
| COMBAT MEDIC |
| CONSULTANT [HALF A YEAR] |
| DIRECTOR OF MEDICINE [HALF A YEAR] |
Have you received any kicks/bans/warning? and why?
Yes, Only two warns but when i do /warns nothing pops up for me but I have received two that I am aware of
FAIL RP: One is for printing a keycard titled "Meow"
FAIL RP: The other was for printing a picture of 096;s face. Yes which I do admit I was in the wrong for both of these though I had no prior knowledge I accept the Repercussions for what I did. Other than that, None.
ADDITION : One from my time as a medical trainee level 7-15 ish? because I went to my place of death instead of waiting after being killed. (though that was more of a verbal warning) I did not fully understand the rules at the time.
What O5 role are you applying for, and why (give the specific O5 number):
I am applying for O5-4 because I want to expand my roleplay and leadership experience beyond the Medical Department and take on a position that challenges me to think about the Foundation as a whole. Most of my experience on the server has been within Medical, where I have spent almost two years and served as Director of Medicine for nearly a year. During that time, I have learned how to manage high-pressure situations, communicate with different levels of leadership, handle disciplinary matters, organize projects, and create roleplay for other players.
However, I do not believe being a successful Director automatically makes someone qualified to be an O5. What I believe my experience demonstrates is that I have developed the judgment and leadership habits necessary to take the next step.
As Director, I have learned that leadership is not simply about having authority. It is about knowing when to use that authority, when to delegate it, and when to allow another person to take responsibility for a situation. An O5 has the ability to intervene in almost any Foundation-wide matter, but that does not mean they should. Directors, Site Administration, FCOM, and other leadership positions need room to actually lead. If a situation can be resolved within a department's own authority, I believe the O5 should allow that leadership to handle it. Council intervention should be reserved for situations that genuinely exceed normal authority, require Foundation-wide direction, involve significant accountability, or cannot otherwise be resolved.
For example, if a problem can be handled by a Medical Director, there is no reason for the O5 Council to take control of it simply because they have greater authority. If Site Administration can resolve an issue appropriately, they should be given the opportunity to do so. However, if a situation involves multiple departments, serious leadership failures, major policy concerns, significant accountability issues, or circumstances that exceed normal Site or departmental authority, that is where I believe the Council should step in.
I consider knowing when not to intervene one of the most important responsibilities of the Council. Oversight should not become micromanagement. If an O5 attempts to personally control every department, every Director, and every decision beneath them, they undermine the leadership structure that the Foundation already has in place.
That is one of the aspects of O5 that interests me most. I want to learn how to take the experience I have gained from Medical and apply it to larger situations involving the Foundation as a whole, including senior leadership, departmental conflicts, GOI relations, major incidents, tribunals, Code of Conduct matters, and decisions that affect multiple departments at once.
I also recognize that my experience is primarily within Medical. I have not held every leadership position on the server, and I would not pretend otherwise. I have worked with FCOM, Site Administration, A/O, GOC, and other departments, but Medical remains where almost ALL of my direct leadership experience comes from. I believe acknowledging that is more responsible than pretending to have experience I do not have. If selected, I would make a point of listening to the people who already have that experience and considering their perspective before making decisions that affect their areas.
One of the biggest things I would bring to the Council is my approach to roleplay accessibility.
I do not believe meaningful RP should be locked entirely behind clearance levels or restricted to players who already hold high-ranking positions. Some of the best experiences on the server come from spontaneous interactions, collaborative storytelling, and allowing someone who normally would not have access to a particular storyline to become involved in it.
At the same time, accessibility does not mean removing the importance of hierarchy or classified information. Clearance should still matter, and players should still have a reason to respect the Foundation's information structure. I believe the better approach is to find ways to involve players without unnecessarily giving them information they should not possess.
Amnestics are one example of this. A Medical trainee or Techie may be able to participate in treating someone exposed to a classified anomaly or disease without learning the entire nature of that anomaly. They can experience the RP, contribute meaningfully to the situation, and still have the information appropriately removed afterward. This creates an opportunity for players to experience something outside their normal gameplay loop while preserving the importance of Foundation secrecy and giving them a snippet of what can happen when they rank up.
This also shows them in RP the “Nature” and the reality of the SCP foundation rather than a one off “oh im a doctor” I heal and only heal.
Personally That is the kind of change I would want to bring to the Council: high-level RP should create more opportunities for players rather than simply creating more barriers between them.
I also believe there is an important distinction between the O5 character and the person trusted to play that character. ICly, an O5 does not need to be everyone's friend or someone every Foundation employee can casually approach. OOCly, however, the person holding that position needs to be approachable, communicative, fair, and willing to work with other roleholders. Authority in character should never become an excuse to be difficult to work with out of character.
Ultimately, I am not applying for O5-4 because of the title or authority associated with the position. I am applying because I want to contribute to the server at a broader level. I want to help create Foundation-wide RP, support other leadership rather than micromanage them, encourage cooperation between departments, and provide direction when the situation genuinely calls for it.
My goal is to use the position to create RP for other people, not simply to create RP for myself.
What makes you the best candidate for the O5 Council?
I believe I am a strong candidate for the O5 Council because I have consistently demonstrated initiative, creativity, reliability, and leadership over an extended period of time. My experience has primarily been within Medical, but the responsibilities I have taken on have extended far beyond simply performing Medical RP.
One of the strongest examples of my leadership was rebuilding Medical after a period of severe instability.
When I took on greater responsibility within the department, Medical was in a difficult position. There had been mass resignations, morale was low, our relationship with the GOC had deteriorated, and there were very few Consultants remaining. The department also lacked active projects, and even resources such as the website and decals had fallen behind. At one point, I was effectively handling the responsibilities of DoM on my own.
There were approximately six Consultants remaining, and rather than treating them simply as personnel I needed to manage, I approached them individually and asked whether they wanted to remain and help rebuild the department. I gave them opportunities to develop their own specialties and effectively lead their own sub-departments. I divided responsibilities between them, gave them projects to work on, and allowed them to take ownership over parts of Medical rather than placing the entire department on one person's shoulders.
This was important for two reasons. First, it gave Medical more structure. Second, it gave the remaining leadership a reason to stay invested.
I also learned during this period that rebuilding a department is not something that happens overnight. There were days when I genuinely questioned whether I could keep the department going. Instead of trying to personally solve every problem, I began breaking responsibilities into manageable areas, using meetings and RP projects to keep personnel involved, and giving Consultants incentives and opportunities to take ownership.
The point where I realized Medical was recovering was when we began seeing more CL3 personnel entering the department and more Consultants actively wanting to participate. The department was no longer depending on a single person to keep it alive.
That experience fundamentally changed how I view leadership. A strong leader should not build a department around themselves. They should build a department that can function without them.
That is a philosophy I would bring to the O5 Council.
My work within Medical has also resulted in more than ten projects, several of which have grown beyond their original purpose.
One of the projects I am most proud of began as an attempt to change how SCP evaluations were conducted. Rather than focusing exclusively on less-sentient or traditionally compliant anomalies, I created extensive evaluation documents designed to explore what anomalies actually wanted, needed, experienced, or even dreamed about. Some versions of the documents exceeded thirteen pages and contained questions intended to encourage actual conversation rather than simply producing another standardized evaluation.
The project was designed primarily to create RP for LARP-heavy SCPs and to give the Psychological and Anomalous specialties something more meaningful to work with. Consultants became involved and began developing their own work based on the project. RSD personnel would also participate and shadow evaluations to see how anomalies responded when someone genuinely listened to them instead of approaching every interaction as another test.
The project continues to appear in RP even now.
Another project I am particularly proud of is Prometheus Bound, which focuses on consciousness, learned helplessness, language, and the question of what makes an SCP closer to human behavior.
The project began because I wanted to investigate why certain SCPs are considered hostile in particular environments and whether their behavior could change based on the people, circumstances, and treatment surrounding them.
Although it began within Medical and Psychological RP, it gradually became multidepartmental RSD personnel have participated in containment chamber interactions with D-Class to communicate with SCPs and understand the purpose of the project, while Medical personnel and trainees have also become involved.
The most interesting result has been that the RP developed beyond what I originally intended. Some SCPs became less hostile toward certain personnel and areas of their containment environment. Personnel developed relationships with them, and in some cases those SCPs would avoid attacking areas where they knew the people who cared for them were located.
That project demonstrated something I consider extremely important for Foundation-wide RP: sometimes the most interesting outcome is the one that was never planned
My event experience has reinforced the same lesson.
One of my most significant events was Lacuna, a large-scale storyline I developed while serving as Director of Medicine. I created the narrative and collaborated with another player who handled the physical environment because I did not have the ability to build the map myself.
The event involved Research, MTF/A-O, Lambda-5, Medical, and the GOC. Rather than designing it exclusively around one department, I wanted each group to have a reason to participate.
The story drew from There Is No Antimemetics Division and focused on human consciousness, grief, causality, and the consequences of failing to let go. Players were sent to an abandoned Site-41 following the escape of SCP-3125, with the storyline built around an antimemetic ‘loop’ Event A causes Event B, which causes Event C. In an ‘antimemetic loop’, Event C reaches backward and ensures Event A happens, because if A never happened, C could never have existed to reach backward.
The event did not go perfectly.
Some of the puzzles were more difficult to understand than I intended, and players occasionally brushed past portions of them in favor of the LARP. Rather than forcing everyone back onto the intended path, I adapted the pacing and allowed the RP to move in the direction players were naturally taking it Yes it was chaotic but once pacing slowed they took it ahead for themselves and cooperated!
Interestingly, the difficult puzzles also had an unexpected positive effect. Players who initially had not been working together began communicating more carefully and thinking through the information they had.
The event taught me that an RP leader needs to know when to push players forward and when to let them explore. It also taught me the importance of time management, pacing, and creating a clear focus without forcing players into a predetermined outcome.
Most importantly, Lacuna did not end when the event did. Months later, players are still incorporating parts of the story into their personal lore, documents, and smaller RP scenarios.
That is the kind of long-term RP I would want to encourage as an O5: RP that becomes part of the server's larger history rather than disappearing when the event ends.
I have also gained experience working outside of Medical, particularly through rebuilding relationships with other departments and organizations.
Medical and the GOC had previously been left with little relationship between them, so I worked toward establishing a more functional relationship. This eventually resulted in a treaty involving blood drives and a cross-departmental line of communication for situations where either side needs assistance.
Medical has also worked toward rebuilding relations with ISD. During hostage negotiations, we were able to approach situations through communication and de-escalation rather than immediately turning them into an armed confrontation.
MC&D currently has an active agreement with Medical involving financial support and 500 pills in exchange for Type-O blood.
These agreements are still developing, but they demonstrate something I believe is important for an O5: relationships between departments and organizations do not need to be built entirely around conflict. Diplomacy, cooperation, and mutually beneficial agreements can create RP just as effectively as a firefight.
My approach to disciplinary situations is similarly based on understanding the situation before deciding what response is appropriate.
My first instinct is not to immediately tell someone that they are going to be job-banned. I ask why the situation happened, whether there was a reason behind their behavior, and whether there is something that can be done to prevent it from happening again.
Sometimes a player is simply new and does not understand what they are doing. Sometimes they are intentionally causing problems. Those situations should not necessarily receive the same response.
For less serious issues, I prefer to explain what was wrong and give the person an opportunity to improve. For serious violations such as harassment, name-calling, or behavior that directly violates expectations, stronger action is appropriate, including job bans or license removal where necessary.
I have carried the same philosophy into training Medical personnel. I tell my Consultants that holding authority does not mean they have to tolerate harassment, disrespect, or abuse from other players. They have the ability to refuse treatment when appropriate, document an incident, and report the behavior.
At the same time, I remind them that the people they interact with are human beings, and they are human beings themselves. Authority should not eliminate mutual respect.
Another part of my leadership philosophy is delegation.
Within Medical, our Consultants and CMS personnel are given the opportunity to take ownership over their specialties. Each can effectively administer a sub-department, develop projects, involve Doctors and Senior Doctors, and make decisions relating to their area.
This means that I am not the only person creating Medical RP.
When I or another DoM cannot attend a meeting, a Consultant can attend in our place. They are given the basic information they need, but they are also trusted to speak for Medical, explain what the department is working on, and discuss what should be expected from us.
This has allowed Consultants to experience what it is like to represent a department and make an understanding on their decisions and if eventually becoming Directors themselves.
I believe this experience is directly relevant to O5 leadership.
An O5 should not create a system where every decision must eventually reach the Council. The goal should be to create leadership structures that are capable of functioning independently while knowing when they need higher-level support.
That is the same principle I used rebuilding Medical: give capable people responsibility, support them when they need it, and allow them to grow into leadership rather than doing everything for them.
I do not believe my greatest qualification for O5 is simply that I have been a part of one department being Medical, Consultant and then Director of Medicine for nearly a year now nearly Two. My greatest qualification is what I have learned during that time.
I have learned how to rebuild something that was failing. I have learned how to delegate instead of carrying everything myself. I have learned how to create RP that develops beyond its original purpose. I have learned how to work with departments and organizations that have different interests. I have learned how to handle disciplinary situations without immediately assuming punishment is the only solution. I have learned how to adapt when an event does not go according to plan.
Most importantly, I have learned that leadership is not about being the person with the most authority in the room. It is about knowing when to lead, when to listen, when to delegate, when to intervene, and when to step back.
That is the mindset I would bring to O5. I want to help the Council create Foundation-wide RP, strengthen relationships between departments and organizations, support existing leadership, hold people accountable when necessary, and create opportunities for players who might otherwise never become involved in larger storylines.
I have spent nearly two years learning how to lead one department. Because of my experience as Director of Medicine and how it has taught me to advocate strongly for Medical and its personnel. As an O5, however, that perspective has to become broader. What is best for Medical may not always be best for Research, Security, Intelligence, Site Administration, or the Foundation as a whole. Council members need to consider the consequences of a decision across all affected departments and make the decision that best serves the Foundation, even when that decision is not necessarily the one that benefits their own area of experience.
Likewise, if the Council ultimately voted for something I personally disagreed with, I would still have a responsibility to respect the collective decision once it had been properly reached. Being a good Council member means being willing to argue for a position when necessary, but also being willing to compromise and support the Council once a decision has been made.
I am applying for O5-4 because I believe I am ready to take what I have learned and start thinking beyond that department.
What makes you the best candidate for the O5 Council?:
I want to expand my roleplay and leadership experience beyond the Medical Department and take on a position that challenges me to think about the Foundation as a whole. Most of my experience on the server has been within Medical, where I have spent almost two years and served as Director of Medicine for nearly a year. During that time, I have learned how to manage high-pressure situations, communicate with different levels of leadership, handle disciplinary matters, organize projects, and create roleplay for other players.
However, I do not believe being a successful Director automatically makes someone qualified to be an O5. What I believe my experience demonstrates is that I have developed the judgment and leadership habits necessary to take the next step.
As Director, I have learned that leadership is not simply about having authority. It is about knowing when to use that authority, when to delegate it, and when to allow another person to take responsibility for a situation. An O5 has the ability to intervene in almost any Foundation-wide matter, but that does not mean they should. Directors, Site Administration, FCOM, and other leadership positions need room to actually lead. If a situation can be resolved within a department's own authority, I believe the O5 should allow that leadership to handle it. Council intervention should be reserved for situations that genuinely exceed normal authority, require Foundation-wide direction, involve significant accountability, or cannot otherwise be resolved.
For example, if a problem can be handled by a Medical Director, there is no reason for the O5 Council to take control of it simply because they have greater authority. If Site Administration can resolve an issue appropriately, they should be given the opportunity to do so. However, if a situation involves multiple departments, serious leadership failures, major policy concerns, significant accountability issues, or circumstances that exceed normal Site or departmental authority, that is where I believe the Council should step in.
I consider knowing when not to intervene one of the most important responsibilities of the Council. Oversight should not become micromanagement. If an O5 attempts to personally control every department, every Director, and every decision beneath them, they undermine the leadership structure that the Foundation already has in place.
That is one of the aspects of O5 that interests me most. I want to learn how to take the experience I have gained from Medical and apply it to larger situations involving the Foundation as a whole, including senior leadership, departmental conflicts, GOI relations, major incidents, tribunals, Code of Conduct matters, and decisions that affect multiple departments at once.
I also recognize that my experience is primarily within Medical. I have not held every leadership position on the server, and I would not pretend otherwise. I have worked with FCOM, Site Administration, A/O, GOC, and other departments, but Medical remains where almost ALL of my direct leadership experience comes from. I believe acknowledging that is more responsible than pretending to have experience I do not have. If selected, I would make a point of listening to the people who already have that experience and considering their perspective before making decisions that affect their areas.
One of the biggest things I would bring to the Council is my approach to roleplay accessibility.
I do not believe meaningful RP should be locked entirely behind clearance levels or restricted to players who already hold high-ranking positions. Some of the best experiences on the server come from spontaneous interactions, collaborative storytelling, and allowing someone who normally would not have access to a particular storyline to become involved in it.
At the same time, accessibility does not mean removing the importance of hierarchy or classified information. Clearance should still matter, and players should still have a reason to respect the Foundation's information structure. I believe the better approach is to find ways to involve players without unnecessarily giving them information they should not possess.
Amnestics are one example of this. A Medical trainee or Techie may be able to participate in treating someone exposed to a classified anomaly or disease without learning the entire nature of that anomaly. They can experience the RP, contribute meaningfully to the situation, and still have the information appropriately removed afterward. This creates an opportunity for players to experience something outside their normal gameplay loop while preserving the importance of Foundation secrecy and giving them a snippet of what can happen when they rank up.
This also shows them in RP the “Nature” and the reality of the SCP foundation rather than a one off “oh im a doctor” I heal and only heal.
Personally That is the kind of change I would want to bring to the Council: high-level RP should create more opportunities for players rather than simply creating more barriers between them.
I also believe there is an important distinction between the O5 character and the person trusted to play that character. ICly, an O5 does not need to be everyone's friend or someone every Foundation employee can casually approach. OOCly, however, the person holding that position needs to be approachable, communicative, fair, and willing to work with other roleholders. Authority in character should never become an excuse to be difficult to work with out of character.
Ultimately, I am not applying for O5-4 because of the title or authority associated with the position. I am applying because I want to contribute to the server at a broader level. I want to help create Foundation-wide RP, support other leadership rather than micromanage them, encourage cooperation between departments, and provide direction when the situation genuinely calls for it.
My goal is to use the position to create RP for other people, not simply to create RP for myself.
What are the responsibilities of the O5 Council in RP?:
The O5 Council is responsible for providing the highest level of oversight and direction within the Foundation. While individual departments, Directors, Site Administration, and FCOM are responsible for managing their respective areas, the Council exists to oversee the Foundation as a whole and intervene when an issue exceeds the authority or ability of normal leadership.
One of the Council's responsibilities is Code of conduct Management. This includes establishing, discussing, and maintaining Foundation-wide procedures and responding appropriately when those procedures need to be invoked.
The Council should not simply create rules for the sake of having rules; Codes should provide leadership with a framework for responding to major incidents while still allowing Site and departmental leadership to function independently when a situation does not require Council involvement.
The Council is also responsible for overseeing Site operations and monitoring Site Administration. This does not mean micromanaging every decision made by Site Administration. Rather, the Council should ensure that Site leadership is functioning properly, that major issues are being addressed, and that Site Administration remains accountable for the decisions it makes. If Site Administration can resolve an issue itself, I believe the Council should allow it to do so. If an issue becomes Foundation-wide, involves serious misconduct or accountability concerns, or exceeds the authority of Site leadership, that is when Council intervention becomes appropriate.
The Council also has a role in GOI relations and diplomatic RP. This includes maintaining and discussing relationships with organizations outside of the Foundation and helping establish the Foundation's position during diplomatic situations. These relationships should not always revolve around combat which is sadly normalized and creates a harsh loop. Rather it should also focus on Treaties, negotiations, exchanges, agreements, and other forms of diplomacy that can create meaningful RP while giving multiple departments and factions reasons to interact rather than “War” “war!” “talk” > Repeat in a few months.
Another responsibility is responding to major incidents, including calling ERT during serious breaches or emergencies when appropriate. An O5 should be capable of recognizing when a situation has escalated beyond normal Site response and when additional Foundation resources are justified. However, this should not mean automatically escalating every incident simply because the Council has the authority to do so. The response should match the severity of the situation such as if One SCP is breached Versus half the site and people are begging for help because the combative are not enough.
The Council is also responsible for upholding and discussing the Code of Conduct, as well as handling serious accountability matters such as high tribunals and tribunal vetoes. In these situations, the Council should remain impartial and focus on what actually occurred rather than personal relationships, departmental favoritism, or previous disagreements. Holding a high-ranking member accountable should not be treated differently simply because that person is influential or personally known to the Council in this sense, Nepotism.
The O5 Council should also support RP across the Foundation. This does not mean personally creating every event or forcing departments to participate in RP. Instead, the Council can provide opportunities, direction, resources, and connections between departments that allow other leadership to create their own RP. A Council member should be looking at the Foundation as a whole and asking how different departments, Sites, and organizations can contribute to a larger storyline.
The Council also works alongside bodies such as the Ethics Committee when situations require it. The O5 Council and Ethics Committee have different responsibilities and perspectives, but cooperation between senior Foundation leadership is important when dealing with major policy, ethical, or operational issues.
Most importantly, I believe the Council's responsibility is not simply to have the authority to intervene, but to understand when intervention is actually necessary.
An O5 outranks most of the Foundation, but that does not mean every decision should eventually reach the Council. Directors should be allowed to direct their departments. Site Administration should be allowed to manage their Sites. FCOM should be able to handle its responsibilities. The Council should provide oversight and step in when normal leadership structures are no longer sufficient, rather than taking control simply because it can.
A good O5 should therefore be capable of both leading and stepping back. Oversight should provide accountability without becoming micromanagement.
What are the responsibilities of the O5 Council out of RP (e.g. what applications do they handle?):
OOCly, an O5 Council member has a responsibility to help maintain the health and direction of the server's RP environment while working fairly and professionally with other roleholders.
This includes handling and voting on important applications and leadership positions, including Site Director, OSA, A-1 Commander, and future O5 Council members. These decisions should be based on the applicant's qualifications, conduct, experience, and ability to perform the responsibilities of the position rather than personal friendships, disagreements, or IC relationships.
O5 members may also be involved in appeals concerning demotions, strikes, or other administrative actions. These situations require impartiality. If an O5 has a personal conflict of interest with someone involved in an appeal, they should be able to recognize that conflict rather than allowing it to influence their decision being this high up and setting the standard for people has no room for Nepotism. Hence, they should back away from the situation and let another O5 answer the conflict or place their favoritism aside.
Another important responsibility is communication with FCOM, Site Administration, GMS, and other Foundation personnel. An O5 should understand the concerns, needs, and ideas of the people actually operating the server rather than making decisions in isolation. Communication should work both ways: leadership should be able to bring problems and suggestions to the Council, while the Council should be able to communicate its expectations and decisions clearly.
OOCly, an O5 is also an RP leader. This means helping encourage roleplay, supporting other roleholders, and working with departments when OOC problems interfere with their ability to create RP. The goal should be to help other people create stories rather than making the Council the center of every story.
An O5 should also help uphold the expected standards of behavior and assist with implementing policy when necessary. However, this should be done consistently and without allowing personal relationships to influence enforcement.
Finally, an O5 Council member needs to understand that they are one member of a collective Council. There will be situations where Council members disagree. I believe those disagreements should be handled through discussion rather than personal conflict. An O5 should be willing to explain their position, listen to the reasoning of other Council members, compromise where appropriate, and accept a collective decision even when it is not their preferred outcome. Being part of the Council therefore requires more than being able to make decisions. It requires being able to work with people, accept criticism, recognize when someone else has a better perspective, and support the decisions of the Council once they have been reached.
Other responsibilities:
Handling applications and roles
< Site Director
OSA
A-1 Commander
Voting on applications of future O5 Council Members
Major RP // Events: Most Two favorite!
As A Consultant > DoM i was tasked with becoming an RP leader and or ‘Helper’ to GMS very early on and was tasked with creating and navigating through events for my Department and or for Other Personnel. While I have helped with several and or Created events My top favorite will be listed below showing both acting and creating.
LACUNA:
This is one of my first MAJOR events I created the story for since I cannot build the building was given to another player to assist in. This Event was for practically any department we could fit in and if they would Enjoy it.
One of my first major events as Director of Medicine was a large‑scale, multi‑department storyline that took place on April 11th, 2026. While I wasn’t able to build the map myself, I created the full narrative and collaborated with another player to bring the physical environment to life. This event involved Research, MTF/A‑O,L5, Medical, and even the GOC, making it one of the most inclusive and cross‑department RP experiences I’ve ever developed. The story drew heavily from There Is No Antimemetics Division, exploring themes of human consciousness, grief, and the consequences of failing to let go. At its core was an antimemetic “butterfly effect,” where causality loops backward Event C ensuring Event A happens creating a self‑sustaining antimemetic cycle.
Nine-ten people were dispatched to the abandoned Site‑41 which served as the Antimemetics division's Sister site. This Takes place After SCP‑3125 escaped containment. In other universes, Marion Wheeler successfully activated the Irreality Amplifier, erasing all human consciousness tied to SCP‑3125. In this timeline, she failed. Overwhelmed by grief and the weight of her actions, she was overtaken by the entity and killed due to mnestics usage setting the stage for why O5‑8 who was housed as a liaison at the site..and his “assistant” and perhaps just why they had gone dark for months..
Even after this event there is still RP being created about it today months later. Relating and woven into players personal lore and even through smaller documents and events.
This is one of my first MAJOR events I created the story for since I cannot build the building was given to another player to assist in. This Event was for practically any department we could fit in and if they would Enjoy it.
One of my first major events as Director of Medicine was a large‑scale, multi‑department storyline that took place on April 11th, 2026. While I wasn’t able to build the map myself, I created the full narrative and collaborated with another player to bring the physical environment to life. This event involved Research, MTF/A‑O,L5, Medical, and even the GOC, making it one of the most inclusive and cross‑department RP experiences I’ve ever developed. The story drew heavily from There Is No Antimemetics Division, exploring themes of human consciousness, grief, and the consequences of failing to let go. At its core was an antimemetic “butterfly effect,” where causality loops backward Event C ensuring Event A happens creating a self‑sustaining antimemetic cycle.
Nine-ten people were dispatched to the abandoned Site‑41 which served as the Antimemetics division's Sister site. This Takes place After SCP‑3125 escaped containment. In other universes, Marion Wheeler successfully activated the Irreality Amplifier, erasing all human consciousness tied to SCP‑3125. In this timeline, she failed. Overwhelmed by grief and the weight of her actions, she was overtaken by the entity and killed due to mnestics usage setting the stage for why O5‑8 who was housed as a liaison at the site..and his “assistant” and perhaps just why they had gone dark for months..
Even after this event there is still RP being created about it today months later. Relating and woven into players personal lore and even through smaller documents and events.
610: Does it have a soul?
Although I wasn’t the primary builder or lead for this particular event, I contributed by acting within it and bringing life to the scenario through my UNGOC character a role I’ve developed across multiple events. I’ve acted in several GOC‑related storylines, including the weapons testing event where UNGOC received new, more powerful equipment. This specific event, however, was tailored to UNGOC‑FOB 249 and focused on a deeper investigative question: determining whether SCP‑610 or the associated KTE possessed a soul, consciousness, or independent thought. My role in these events wasn’t just to participate, but to enhance immersion, support the pacing of the event, and give other players something reactive and dynamic to engage with.
Even when I wasn’t the one writing the entire storyline, I made sure my character contributed meaningfully to the atmosphere, direction, and emotional weight of the RP.
Although I wasn’t the primary builder or lead for this particular event, I contributed by acting within it and bringing life to the scenario through my UNGOC character a role I’ve developed across multiple events. I’ve acted in several GOC‑related storylines, including the weapons testing event where UNGOC received new, more powerful equipment. This specific event, however, was tailored to UNGOC‑FOB 249 and focused on a deeper investigative question: determining whether SCP‑610 or the associated KTE possessed a soul, consciousness, or independent thought. My role in these events wasn’t just to participate, but to enhance immersion, support the pacing of the event, and give other players something reactive and dynamic to engage with.
Even when I wasn’t the one writing the entire storyline, I made sure my character contributed meaningfully to the atmosphere, direction, and emotional weight of the RP.
Please give some lore about your O5 character and what storylines they would be involved in:
LORE DOCUMENT
RAISA DOSSIER <a website for my oc's acting as a RAISA dossier, this link leads you to the second page where all sites are listed of importance <please use only site 17 as that is the only one that works at the moment all things are clickable and interactive with documents hidden inside as well.
BELOW THESE DOCUMENTS ARE ALL IN ORDER FROM TOP TO BOTTOM IN STORY ORDER.
Unforgettable thats what you are
Forever, and a day
mnemonic cutting
ALL SEEING
Introductory antimemetics
CHAMPIONS OF NOTHING
THE MIND,
Yes, this lore is all approved.
Senior Game Master
Head Moderator
Resources Team
