Leadership profile
Michael R. Collins, MS, LPCC-S, LICDC
Founder · President · Chief Clinical Officer
Michael Collins is the founder and current executive clinical authority for Reach One Clinical Services. His role centers on organizational direction, clinical-model integrity, supervision systems, program development, quality, documentation integrity, workforce capability, community partnerships, and readiness for sustainable activation.
The Year-One plan is designed to move Reach One away from founder-only operations by creating named role ownership, decision rights, backup coverage, competency standards, dashboards, and a hiring sequence. Founder involvement remains substantial; the architecture is intended to ensure that ordinary operations do not remain permanently dependent on one person.
Verification note: Credentials and public bio should be verified against current Ohio license records and the approved personnel file immediately before production.
Leadership functions and permanent role ownership
| Function | Permanent owner | Founder’s transitional role |
|---|---|---|
| Executive direction and corporate authority | President / Chief Executive Officer | Michael currently holds final executive authority and approves mission, major strategy, new services, executive appointments, major contracts, and material capital decisions. |
| Clinical model and service safety | Chief Clinical Officer | Michael currently controls clinical doctrine, scope, program readiness, senior clinical leadership, supervision architecture, high-risk clinical matters, and stop-the-line decisions. |
| Compliance and privacy | Compliance / Privacy Officer | Michael currently provides interim oversight; independent or delegated review must be established for conflicts and high-risk claims. |
| Quality and accreditation | Quality / Accreditation Manager | Michael currently owns CARF/QIP direction; the permanent role maintains evidence, audits, dashboards, CAPA, and survey readiness. |
| Operations and facilities | Operations / Facilities Administrator | Michael currently carries decisions; the role owns site readiness, hours, supplies, emergency operations, access, and continuity. |
| Finance and revenue cycle | Finance lead + contracted RCM/credentialing functions | Michael approves budget and material decisions; operational billing, credentialing, A/R, denials, reporting, and controls should be role-owned. |
| Access and intake | Intake and Access Coordinator | Michael remains interim accountable; the permanent role owns calls, routing, secure intake, response standards, and completed handoffs. |
| Adult programs | Adult Clinical Program Director | Program staffing, schedule, fidelity, supervision, quality, and readiness should move out of the founder’s ordinary queue. |
| Youth and family programs | Youth & Family Program Director | Program development, site safeguards, family/school systems, cohort fidelity, staffing, and outcomes require dedicated ownership. |
| Peer services | Peer Services Director / Supervisor | Peer scope, supervision, ethics, workforce, documentation, community connections, and partnerships require a distinct leader. |
| Training and workforce | Director of Training & Workforce Development | Michael owns clinical formation doctrine; the director operates curriculum, faculty, placements, competency evidence, and schedules. |
| Digital publishing | Web Content Administrator + clinical/compliance reviewers | Michael approves high-level meaning and major claims; routine publishing should not require founder intervention once controls are mature. |
Leadership practices Reach One intends to make visible
Accessible leadership
Clear channels for people served, families, staff, partners, and the public to raise questions and concerns.
Decision rights
What requires executive approval, clinical approval, compliance review, outside review, notification, or ordinary operational ownership.
Stop-the-line authority
Qualified leaders can pause a service, claim, schedule, workflow, site, staff assignment, or technology when safety or readiness is inadequate.
Conflict management
High-risk reviews are not approved solely by the person who created, owns, or financially benefits from the decision.
Succession and backup
Every critical function needs a role, backup, cross-training, access, and continuity plan.
Evidence-based governance
Leadership decisions name the owner, due date, evidence, status, review, CAPA trigger, and public consequence.
Source and publication control
Designed from Reach One’s controlled planning record
This page is generated from the Reach One website/strategic planning package, SPW readiness baseline, executive decision register, program-design materials, and website build charter. Production publication still requires current evidence, named approval, workflow testing, and a rollback path for any claim that can change.