Barbara Madeiros

Managed both Program Operations and Clinical service NTP standards of care outlined by DHCS, CARF, SAMSHA and the Dept. of Alcohol and Drug services.

• Promoted positive company image and established reputation as provider of choice for Medication Assisted Treatment programs in greater community.
• Maintained facility compliance with San Mateo County, Santa Clara County, Veterans Administration, DHCS, and CARF standards and laws.
• Recruited and developed solid team of 25 professionals to care for up to 250 patients each day.
• Worked with local governmental organizations and community groups to provide well-rounded host of services for patients.
• Delivered business strategy and developed systems and procedures to improve operational quality and team efficiency
• Directed management meetings to enhance collaboration and maintain culture based on trust and group problem-solving.
• Developed and implemented high-quality work environment as measured through employee satisfaction ratings.
• Communicated with staff, patients and healthcare providers to encourage highest quality of service.
• Streamlined Clinic operations and budgeted effectively to decrease spending 30%.
• Managed 25 team members across 2 departments, resulting in approximate $150,00 increase in annual revenue.

• Directed Sobering and Detox program operations to ensure county contract compliance while improving client outcomes.
• Analyzed impacts of regulatory changes on operations and developed policies and procedures to ensure compliance with Alameda County and DHCS.
• Kept operations responsive and agile with proactive troubleshooting and problem-solving of routine and complex concerns.
• Trained and developed department leaders and management staff for specific projects and ongoing operational needs during COVID-19 outbreak.
• Directed financial operations and administered budgets, for both Sobering and Detox departments.
• Lead teams of up to 40 personnel, supervising daily performance as well as interviewing, hiring, training and disciplinary actions to support safe work environment building positive morale. Provided staff development and growth through individual supervision and trainings.
• Built and strengthened relationships with Ala. Co. and other funder representatives to maintain consistent quality care and to meet expectations of grants and contracts.

• Worked collaboratively with Executive Director to implement new procedures and corrective actions to improve quality.
• Defined, implemented and revised operational policies and guidelines.
• Evaluated performance, adjusted strategies and maintained agile, sustainable operations.
• Monitored budget and utilized operational resources.
• Achieved team goals through formalized training plans, coaching and performance management.
• Led change and transformation for both Oakland and Hayward Centers to deliver quality peri-natal servies and align company resources.
• Recruited, hired and trained initial personnel, working to establish key internal functions and outline scope of positions for organization.
• Managed, trained and motivated Supervisors, Counselors and Monitors to continuously improve knowledge and abilities in SUD field.
• Developed and optimized organizational systems to boost efficiency and keep operations scalable and agile for changing demands.
• Demonstrated exceptional knowledge of process optimization in relation to profit and loss.
• Interacted well with County personnel, community partners and grant funders to build connections and nurture relationships.
• Communicated with staff, clients and healthcare providers to encourage highest quality of service.

• Oversaw day-to-day activities in accordance with State AOD regulations as well as meeting contract requirements with Parole, Probation and Drug Courts.
• Worked collaboratively with funders and collaborative partners to implement new procedures and corrective actions to improve quality.
• Defined, implemented and revised operational policies and guidelines.
• Monitored budget and utilized operational resources.
• Directed management meetings to enhance collaboration and maintain culture based on trust and group problem-solving.
• Recruited, hired and trained initial personnel, working to establish key internal functions and outline scope of positions for the organization.
• Managed, trained and motivated Managers, Counselors and Monitors to continuously improve knowledge and abilities in the SUD and re-entry field.
• Supported top-level decision-making and strategy planning, forging productive relationships with Board Members and serving as key advocate for promoting the hiring of former clients.
• Managed daily operations of Residential Treatment and Sober Living Services orchestrating forward-thinking strategies to accomplish profit and expansion goals.
• Served instrumental role in organizational transformation and implementation, by writing grants for the purchase of 3 of the 4 properties.
• Collaborated with Parole, Probation and Ala. Co. with the writing and submission of DOJ grants.
• Managed and compiled quarterly reports for DOJ re-entry grants.