Code of Ethics
It all begins with an idea.
Code of Ethics – National Association for Veteran Advocacy (NAVA)
1. Purpose
This Code of Ethics establishes the expected ethical standards and professional behaviours of members of the National Association for Veteran Advocacy (NAVA). This Code reflects a shared commitment to integrity, independence, transparency, accountability, and the promotion of public trust. It recognises that advocacy on behalf of our veterans carries unique responsibilities requiring clear ethical boundaries, declared interests, and an unwavering focus on the veteran and public good.
NAVA exists for the principal charitable purpose of advancing the welfare, support, and optimal outcomes of Australian veterans through the provision of education, training, resources, and ethical leadership of its members, thereby fostering a culture of integrity, compassion, excellence, transparency, and accountability in all aspects of veteran advocacy.
By adhering to this Code, advocates affirm their dedication to truthfulness, respectful engagement, and ethical stewardship, ensuring that their advocacy reflects not only the interests of their clients or communities, but is free of any perceived or actual conflicts that in any way would dimmish the integrity or ‘veteran centric’ focus of the profession.
2. Scope
This Code applies to all members of NAVA and any employee, subcontractor, consultant or advisor who is employed, or contracted in any way (whether paid or volunteer) by a NAVA member to support or provide veteran advocacy. It governs all forms of professional conduct, representation, and communication undertaken in connection with veteran advocacy, whether within the member’s business or as a function of being a NAVA member, in official meetings, public appearances, private briefings, stakeholder engagements, or online and digital platforms.
The Code provides a clear framework for managing dual accountabilities, avoiding conflicts of interest, and ensuring advocacy remains principled, transparent, and aligned with the charitable purpose and objects of NAVA’s constitution, whilst ensuring at all times compliance and cooperation with the Department of Veteran Affairs (DVA) and the recommendations of the Royal Commission.
3. Guiding Principles
A. Respect and Dignity
Treat all veterans, colleagues, and stakeholders with respect and dignity.
Avoid any form of discrimination, harassment, or bullying.
Foster an inclusive environment where everyone feels valued and heard.
B. Integrity and Honesty
Conduct all activities with honesty and integrity.
Avoid conflicts of interest and disclose any potential conflicts promptly.
Ensure transparency in all communications and transactions.
C. Confidentiality
Respect the privacy and confidentiality of veterans and their families.
Do not disclose any personal or sensitive information without proper authorization.
Handle all data and information with the utmost care and security.
D. Professionalism
Maintain a high standard of professionalism in all interactions and activities.
Be punctual, reliable, and accountable for your actions.
Continuously seek to improve your skills and knowledge in the field of veteran advocacy.
E. Compliance with Laws and Regulations
Comply with all applicable laws, regulations, and organizational policies.
Report any illegal or unethical behaviour to the appropriate authorities.
Ensure that all actions are in line with the mission and values of the organization.
F. Collaboration and Teamwork
Work collaboratively with colleagues, partners, and stakeholders.
Share knowledge and resources to achieve common goals.
Support and encourage each other to create a positive and productive work environment.
G. Commitment to Veterans
Prioritize the needs and well-being of veterans in all activities.
Advocate for the rights and benefits of veterans with dedication and passion.
Provide high-quality services and support to veterans and their families.
H. Accountability
Take responsibility for your actions and decisions.
Be open to feedback and willing to make improvements.
Ensure that all activities are conducted in a responsible and ethical manner.
4. Specific principles for Board members of NAVA
A. Voluntary Participation
Participation on the Board is entirely voluntary and undertaken in good faith. Members commit to serving the Board’s self-regulatory function with sincerity and dedication, free from any coercion, undue influence, or external pressures. Members must actively avoid situations that create or appear to create bias or conflicts of interest, ensuring their contributions are motivated solely by the Board’s mission and ethical obligations.
Example: A Board member is invited to join a working group but feels overwhelmed by current commitments. They communicate this honestly and respectfully decline, ensuring their decision is free from pressure and that they can participate effectively when able.
B. Ethical Integrity
Members are expected to uphold the highest standards of honesty, fairness, and integrity in all their actions related to the Board. This includes acting impartially, avoiding favouritism or discrimination, and refraining from conduct that could harm the Board’s reputation or undermine its objectives. Members should model ethical behaviour, foster trust within the Board and with external stakeholders, and promptly address any breaches of integrity they encounter.
Example: During a meeting, a member discovers that a colleague has withheld relevant information that could impact a decision. The member raises this concern confidentially to the Ethics Officer, prioritising transparency and fairness over maintaining personal relationships.
C. Stewardship
Members serve as stewards of their respective industry, communities, or professional domains, with a responsibility to promote sustainable, equitable, and long-term benefits to society. Personal, commercial, or organisational interests must never take precedence over the public good. Members should seek to enhance the credibility and effectiveness of the Board’s role, champion ethical standards, and support policies or initiatives that strengthen the broader ecosystem they influence.
Example: A member is approached by a company seeking to influence the Board’s position on a policy. The member refuses to advocate for the company’s narrow interests, instead promoting recommendations that support the wider community’s long-term wellbeing.
D. Professional Accountability
Members bear individual and collective accountability for their decisions, behaviour, and contributions to the Board’s work. They must be open to constructive scrutiny, feedback, and continuous improvement, accepting responsibility for mistakes or lapses in judgement. Transparency in decision-making processes and a willingness to engage in reflective practice are essential to maintaining the Board’s legitimacy and effectiveness.
Example: After a Board decision results in unintended negative consequences, a member publicly acknowledges their role in the decision, participates in a review process, and supports measures to prevent similar issues in the future.
E. Inclusivity and Equity
The Board is committed to fostering an environment of equitable participation and inclusive decision-making. This means actively promoting diversity across multiple dimensions, such as sector, experience, cultural background, gender, and thought, and ensuring that all voices are heard and respected. Members must guard against unconscious bias, exclusionary practices, or barriers to participation, striving to create a safe and welcoming space for collaboration.
Example: The Chair notices that some members from diverse backgrounds are less vocal during meetings. They implement facilitation techniques that encourage everyone to contribute and organise training on unconscious bias for the Board.
F. Independence
To maintain credibility and impartiality, all advice and recommendations provided by the Board must be free from political, commercial, or personal influence. Members are required to fully disclose any actual, perceived, or potential conflicts of interest prior to participating in relevant discussions or decisions. Where such conflicts exist, members must recuse themselves to safeguard the Board’s independence, and the trust placed in its outputs.
Example: A member has a close business relationship with an organisation that is the subject of a Board review. They disclose this conflict and recuse themselves from the discussion to ensure the Board’s impartiality.
G. Authenticity and Accuracy
All public statements, reports, and outputs attributed to the Board must be truthful, accurate, and grounded in reliable evidence. Members must ensure that communications honestly reflect the Board’s consensus, and where differences of opinion exist, these should be transparently disclosed. Avoiding misrepresentation, exaggeration, or omission of key facts is critical to preserving the Board’s integrity and public confidence.
Example: When issuing a public statement, the Board includes both the majority recommendation and a minority report from dissenting members, ensuring that all perspectives are transparently communicated to stakeholders.
5. Expected Conduct NAVA Board members and officials
Members must:
A. Respect Confidentiality
Members shall maintain the confidentiality of all sensitive information discussed during Board meetings or related activities, unless explicitly authorised for disclosure. This includes protecting the privacy of individuals, proprietary data, and strategic deliberations to preserve trust and the integrity of the Board’s work.
Example: A Board member attends a confidential strategy session and later is invited to speak at a public event. They carefully avoid sharing any sensitive details discussed in the meeting, respecting the confidentiality agreement and preserving trust.
B. Engage Constructively and Professionally
Members are expected to contribute to discussions respectfully and thoughtfully, fostering an environment where diverse viewpoints can be expressed openly without fear of dismissal or personal attack. They should listen actively, avoid interrupting, and focus on issues rather than individuals to support collaborative decision-making.
Example: During a heated debate, a member listens fully to opposing views without interruption, responds calmly with evidence-based points, and encourages quieter members to share their perspectives, helping maintain a respectful and inclusive dialogue.
C. Declare Conflicts of Interest Transparently
Prior to any deliberations, members must fully disclose any actual, perceived, or potential conflicts of interest, whether personal, financial, or organisational, that might influence their impartiality. Transparency enables the Board to manage conflicts appropriately, including recusal where necessary, to uphold decision-making integrity.
Example: Before discussing a funding proposal, a member discloses that their organisation stands to benefit financially from the decision. The Board acknowledges this disclosure, and the member recuses themselves from the vote to prevent bias.
D. Uphold the Board’s Objectives and Reputation
Members carry the responsibility to act in ways that advance the mission and values of the Board and NAVA. This includes supporting Board decisions publicly once made, maintaining a positive and professional image, and refraining from behaviour that could undermine stakeholder confidence or the Board’s credibility.
Example: After the Board makes a public policy recommendation, a member publicly supports the collective decision, even if they personally advocated for a different approach during discussions, thereby reinforcing Board unity and credibility.
E. Avoid Personal or Political Gain
Board membership is a position of trust and public service. Members must not leverage their role for personal, commercial, or political advantage, such as promoting private business interests, soliciting clients, or advancing partisan agendas through Board-related activities or communications.
Example: A member declines to promote their private consultancy business during Board meetings or through Board communications, ensuring their role is not used to advance personal commercial interests.
F. Support Ethical Culture through Mentorship
Experienced members should actively support the induction, development, and ethical growth of new members and other stakeholders. This involves sharing knowledge, modelling exemplary behaviour, providing constructive feedback, and encouraging adherence to the Board’s ethical standards to cultivate a strong, values-driven culture.
Example: An experienced member voluntarily meets with a newly appointed member to explain Board processes, shares tips on ethical decision-making, and encourages them to raise any concerns openly, fostering a supportive and transparent culture.
G. Effective Communication
Board members are expected to model high standards of communication, both within the organisation and in all external interactions. This includes demonstrating professionalism, respect, clarity, and courtesy in all forms of communication verbal, written, and digital. Constructive dialogue, active listening, and a commitment to transparency are essential to fostering trust, collaboration, and effective governance. Any concerns regarding breaches of these communication standards may be addressed through the NAVA complaints process, which provides a fair, transparent, and accountable mechanism for resolving grievances and upholding the integrity of the organisation.
Example: When engaging with stakeholders, such as veteran clients, advocacy partners, Department of Veteran Affairs, or other regulatory bodies, board members must avoid dismissive language, personal criticism, or any form of aggressive tone, particularly in written communications or public forums. Inappropriate, offensive, or misleading communication will not be tolerated.
6. Governance and Enforcement of the Code of Ethics
A robust governance and enforcement framework ensures that the Code of Ethics is applied consistently, fairly, and transparently. It protects the integrity of the Board, reinforces member accountability, and upholds public trust in NAVA’s self-regulatory leadership model.
A. Reporting and Addressing Breaches
Alleged breaches of this Code will be subject to a clear, procedurally fair process overseen by either:
A designated Ethics Subcommittee of the Board, or
An independent Ethics Officer, appointed to provide impartial oversight.
Any individual, whether a Board member, stakeholder, or member of the public, may submit a written complaint or concern regarding a potential breach. All allegations will be handled in confidence, and principles of natural justice will apply throughout the process.
The process for responding to a breach includes:
Initial Assessment to determine whether the matter falls within the scope of the Code.
Notification of the respondent and opportunity to respond to the allegation.
Evidence Gathering and interviews if required.
Deliberation and Determination of whether a breach occurred.
Recommendation of Appropriate Outcomes in proportion to the seriousness of the breach.
B. Sanctions and Remedial Actions
Where a breach is confirmed, the Board may apply one or more of the following responses, based on severity, impact, and intent:
Informal Resolution (e.g., education, coaching, or verbal caution)
Written Warning outlining expectations for future conduct
Suspension from meetings or duties for a defined period
Formal Censure, documented in Board records
Removal from the Board by formal vote, in line with governance rules
Public Disclosure of misconduct, in cases where reputational risk or public interest justifies transparency
Where appropriate, remedial actions may also include:
Required training in ethics, governance, or conflict of interest
Mediation between affected parties
Restorative practices to rebuild trust and Board cohesion
C. Annual Review and Continuous Improvement
This Code of Ethics will be formally reviewed at least once every 12 months, or sooner if:
There are significant changes to the NAVA framework
New legal, regulatory, or professional standards emerge
A material breach prompts structural review
The Board identifies gaps or ambiguities in implementation
Reviews will be conducted by the Ethics Subcommittee or a nominated independent reviewer, with recommendations tabled to the full Board for adoption.
All changes to the Code must be documented, approved, and communicated to members. Training or briefing sessions will be provided when updates materially alter member responsibilities.
D. Fees
Members engaged in fee-for-service veteran advocacy must act in a fair, reasonable, and transparent manner in all matters relating to fees and charges for advocacy services.
Fee structures must be clearly communicated, appropriately justified, and reflect the nature and complexity of the services provided.
Members must ensure that any fees charged are in the best interests of veterans and their families, uphold the integrity of the advocacy profession, and align with relevant regulatory, ethical, and professional standards. Members must not engage in any form of inducement or referral fees to engage service providers in relation to advocacy services. Personal financial interests must not compromise decisions, and all fee-related matters must be managed free from actual or perceived conflicts of interest.
E. Pro Bono
Members should endeavour to support and uphold a fair and reasonable provision of pro bono advocacy services to veterans and their families, recognising the vital role such services play in promoting equitable access to support. Pro bono work should be offered in a manner that is respectful, non-discriminatory, and guided by the best interests of the veteran. Where pro bono services are provided, they must meet the same standards of professionalism, diligence, and care as paid services. Members should ensure that decisions around the allocation and scope of pro bono work are transparent, consistent, and aligned with the organisation’s values, capacity, and ethical obligations.
F. Acknowledgement
All members of NAVA are required to formally acknowledge their understanding and acceptance of this Code of Ethics as a condition of their membership.
Each member must sign a written Declaration of Commitment, confirming that they:
Have read and understood the Code in full, including its principles, expectations, and enforcement provisions.
Accept personal and collective responsibility for upholding the ethical standards and behaviours set out herein.
Commit to acting in good faith, maintaining integrity, transparency, and accountability in all veteran advocacy -related activities.
Agree to disclose any conflicts of interest and engage respectfully, inclusively, and independently in all deliberations; and
Understand the consequences of non-compliance, including the potential for investigation, sanctions, or removal of membership.
The signed declaration will be retained by the Board Secretariat and reviewed annually in conjunction with Code review processes or upon any material updates.
This acknowledgement is not a symbolic gesture, it affirms each member’s professional commitment to the principles of self-regulation, public trust, and the NAVA-aligned governance framework.