In Conversation with Fleur Wood

In Conversation provides a glimpse into the life of an ‘outlier’ — an exceptional person going above and beyond to improve outcomes in their field. This issue’s guest is Fleur Wood, CEO of South Pacific Private, a treatment centre for addictions, trauma and mental health issues.

Could you share your early memories of South Pacific Private?

I was 19 when the doors of South Pacific Private (SPP) opened and I remember feeling incredibly proud of what my parents (Founders Lorraine and Bill Wood) were doing. I knew the risk they were taking and how groundbreaking our approach to mental health was 30 years ago in 1993. They were faced with many obstacles, but they were determined to provide a level care that did not exist here in Australia at the time. Addressing people’s trauma was unheard of in the 1990s.

What were the key learnings from the initial days in your role as the CEO?

I was very lucky to have the support of our outgoing CEO, Lynne Fishwick, as I stepped into the CEO role. My first big project was accreditation, which really provided a great learning and deep dive into the NHQS and our governance structure. It is important to understand how these standards underpin all we do and our outcomes. It was a great introduction to healthcare management.

What could Australia learn from other countries when it comes to care and treatment of addictions, trauma and mental health issues?

Having lived in the USA from 2013 to 2021, I’ve seen firsthand the pros and cons of the American healthcare system. Australians are in a much more fortunate position when it comes to the access of mental health, addiction and trauma treatment. This is largely due to our more equitable healthcare system.

The USA has some incredible treatment centres such as The Meadows, which we have a close relationship with. Its program, centred on the principles of the Alcoholics Anonymous 12-step program, was further enhanced by the pioneering work of Pia Mellody, an internationally renowned expert on childhood trauma and the origins of emotional dysfunction.

Mellody’s groundbreaking work on codependency, boundaries and the effects of childhood trauma now underpin our program at SPP. With the enthusiastic support of Pia Mellody and The Meadows, my parents brought the program to Australia and established SPP.

How has trauma-informed care evolved in the last two to three years?

There has definitely been more awareness around trauma-informed care over the past few years. At SPP, we’ve really focused on the integration of our trauma-informed approach across all the touchpoints of our hospital. This has included educating even our administrative staff in trauma-informed care. It’s now essential for everyone working in the industry to understand the basic concepts of trauma and trauma-informed care, not just mental health professionals.

We have also spent the past two years focusing on cultural safety and working to create a more inclusive environment, which is particularly important for a hospital providing trauma-informed care. Two years ago (July 2021), we became the first private hospital with a tailored LGBTQIA+ program to receive Rainbow Tick Accreditation. Understanding how different identities and cultural backgrounds intersect with experiences of trauma is essential for providing inclusive and appropriate care.

What are some of the key leadership challenges when managing a facility like this? What’s your advice for aspiring health leaders?

The COVID-19 pandemic has presented some unique challenges for a hospital of our size and scale over the past few years. However, it has also helped us implement better systems to manage staff and the admission of clients. Recruitment in a hospital can also be challenging as we look for skilled, experienced professionals that are aligned with our goals and holistic treatment approach.

In terms of advice, I always refer to a quote by James Clear: “You do not rise to the level of your goals, you fall to the level of your systems.” Successfully leading in health care, or any field, necessitates a skilful balance between managing systems and effectively relating to people. It’s also essential to promote a culture of wellness within your organisation, helping to support the physical and mental health of staff — recognise that a healthy workforce leads to better client outcomes.

What are your future plans for the centre?

At SPP, we are committed to continual improvement, whether it’s improvements to our program, our content or our relationships with our funders. This year we’ll be launching the South Pacific Private app aimed to support clients in achieving long-term recovery.  We're also in the process of introducing modalities and tools such as Heartmath, Safe and Sound Protocol along with neurofeedback.