Breaking the Chain of 'Facility Manager, Can I Talk to You for a Moment?' Preventing Burnout Among Leaders: General Incorporated Association Care to Tomoni Launches 'On-site Improvement Program' Utilizing Subsidies in August 2026.
General Incorporated Association Care to Tomoni will launch a six-month hands-on 'On-site Improvement Program' in August 2026, utilizing government subsidies to address the 'burnout risk' faced by managers and facility directors in nursing care and welfare facilities. The program aims to foster organizational autonomy by having leaders and next-generation leaders learn together.
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- 📰 Published: May 11, 2026 at 19:00
- 🔍 Collected: May 11, 2026 at 10:31
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"Triangle of Autonomy" = Welfare Regeneration
"We want to save managers who cannot escape the constraints of the workplace."
General Incorporated Association Care to Tomoni (Location: Hyogo Prefecture, Representative Director: Mizuo Matsumoto), which supports companies in preventing care-related job separations, will launch a six-month hands-on support program called the "On-site Improvement Program" in August 2026. This program aims to eliminate the "burnout risk" faced by managers and facility directors who are overwhelmed by daily on-site responses.
This project utilizes the national Human Resources Development Support Subsidy "Business Development Reskilling Support Course."
Through collaboration with experts, the program proposes a new form of leader support (reskilling) in the welfare industry. It aims to regenerate organizations by enabling "on-site decision-makers (facility directors, etc.)" and "their right-hand persons" to learn together and share a common language, while reducing the organization's financial burden by up to 75%.
【 Background 】
Leaders in nursing care and welfare settings are bound by invisible constraints. Every time they respond to staff conflicts or shift adjustments, such as "Facility manager, can I talk to you for a moment?", their primary task of "creating the future of the organization" is interrupted.
Representative Matsumoto has a personal experience: his mother, who was busy caring for her grandmother while hiding stage 5 cancer.
One of the organization's missions is to solve the problem that "there are few systems to support those who provide support."
We view excessive reliance on leaders as a "managerial turnover risk" and are challenging ourselves to establish daily routines centered on dialogue.
【 Case Study 】
Here's an example of significant change achieved through the early introduction of this program.
■ Ms. Yayoi Nishii, Representative Director, Green Co., Ltd. (Operating a group home for people with disabilities)
Ms. Nishii, who was once caught between severe staff shortages and dissatisfaction among staff, felt that "the site would stop without me" and was busy with administrative tasks until late at night. To thoroughly review the relationships at the site, starting with "who to build the organization with," she embarked on "dialogue," which is the foundation of this program. As a result, trust with staff deepened, and spontaneous actions returned to the site.
Currently, Ms. Nishii enjoys karaoke, her hobby for the first time in decades, and has regained "peace as a manager" who protects her family time.
【 Support System 】
■ Environment Development for "Managers to Leave the Front Lines" (Supervised and Produced by: Mizuo Matsumoto)
I am a "場 (ba) designer." I produce an environment where the site operates autonomously, by preparing the organizational foundation that allows managers to delegate authority to their right-hand persons, freeing them from immediate adjustments and enabling them to concentrate on building the future of the organization.
■ On-site Awareness Reform through "Autonomous Dialogue Method" (Instructor: Hiroyuki Hori)
First, we prepare the participants' mindset and provide hands-on support to draw out the "ability to think and act independently" from within the staff. We introduce dialogue techniques to enable the site to operate autonomously within the framework established by the management.
■ Subsidy Utilization Support for Strategic Investment (Subsidy and Grant Advisor: Nana Nakamura)
Utilizing the "Business Development Reskilling Support Course." Employees covered by employment insurance (facility directors and supervisors) who undergo reskilling involving a change of duties from "on-site care" to "management" are eligible for up to 75% of the training fees. A specialized team provides full support for complex application procedures, financially supporting investment in the future.
【 Supervisor/Instructor Profiles 】
Supervisor/Producer: Mizuo Matsumoto
■ Supervisor/Producer: Mizuo Matsumoto
Representative Director, General Incorporated Association Care to Tomoni
An organizational development coach with a track record of training over 1,500 leaders.
After 14 years at a financial institution, he achieved the No. 1 sales record in Hyogo Prefecture for mutual aid in the nursing care and medical fields before becoming independent. Since then, he has accumulated 1,000 hours of coaching sessions.
The answer he arrived at from his struggles in a sales environment driven by numbers was that "the way of dialogue" changes organizations more than skills.
In collaboration with other expert directors and partner organizations, he strives to prevent care-related job separations and alleviate the loneliness of managers through hands-on support.
Instructor: Hiroyuki Hori
■ Instructor: Hiroyuki Hori
Certified Master Coach by the General Foundation for Lifelong Learning Development / Representative of Coach Hori Juku
15 years of coaching experience, 1,500 hours of track record.
An expert in "dialogue and practice" who has regenerated medical and welfare sites.
In the nursing care and welfare sector, he has served as an instructor for administrator training organized by local governments and training for elderly service providers.
In continuous hands-on support for several months at social welfare corporations and public hospitals, he deeply intervened as a dedicated facility coach, including 1-on-1 coaching for staff, and dedicated his efforts to transforming on-site communication.
【 Overview 】
Name: On-site Improvement Program (Organizational Autonomy Project)
Period: August 22, 2026 - January 23, 2027 (Six months, 10 sessions in total)
Content: A total of 35 hours of online practical training, individual hands-on sessions with facility managers.
Target: Managers and facility directors of nursing care and welfare facilities, and their accompanying next-generation leaders (right-hand staff).
Limit: 10 facilities for six months.
"We want to save managers who cannot escape the constraints of the workplace."
General Incorporated Association Care to Tomoni (Location: Hyogo Prefecture, Representative Director: Mizuo Matsumoto), which supports companies in preventing care-related job separations, will launch a six-month hands-on support program called the "On-site Improvement Program" in August 2026. This program aims to eliminate the "burnout risk" faced by managers and facility directors who are overwhelmed by daily on-site responses.
This project utilizes the national Human Resources Development Support Subsidy "Business Development Reskilling Support Course."
Through collaboration with experts, the program proposes a new form of leader support (reskilling) in the welfare industry. It aims to regenerate organizations by enabling "on-site decision-makers (facility directors, etc.)" and "their right-hand persons" to learn together and share a common language, while reducing the organization's financial burden by up to 75%.
【 Background 】
Leaders in nursing care and welfare settings are bound by invisible constraints. Every time they respond to staff conflicts or shift adjustments, such as "Facility manager, can I talk to you for a moment?", their primary task of "creating the future of the organization" is interrupted.
Representative Matsumoto has a personal experience: his mother, who was busy caring for her grandmother while hiding stage 5 cancer.
One of the organization's missions is to solve the problem that "there are few systems to support those who provide support."
We view excessive reliance on leaders as a "managerial turnover risk" and are challenging ourselves to establish daily routines centered on dialogue.
【 Case Study 】
Here's an example of significant change achieved through the early introduction of this program.
■ Ms. Yayoi Nishii, Representative Director, Green Co., Ltd. (Operating a group home for people with disabilities)
Ms. Nishii, who was once caught between severe staff shortages and dissatisfaction among staff, felt that "the site would stop without me" and was busy with administrative tasks until late at night. To thoroughly review the relationships at the site, starting with "who to build the organization with," she embarked on "dialogue," which is the foundation of this program. As a result, trust with staff deepened, and spontaneous actions returned to the site.
Currently, Ms. Nishii enjoys karaoke, her hobby for the first time in decades, and has regained "peace as a manager" who protects her family time.
【 Support System 】
■ Environment Development for "Managers to Leave the Front Lines" (Supervised and Produced by: Mizuo Matsumoto)
I am a "場 (ba) designer." I produce an environment where the site operates autonomously, by preparing the organizational foundation that allows managers to delegate authority to their right-hand persons, freeing them from immediate adjustments and enabling them to concentrate on building the future of the organization.
■ On-site Awareness Reform through "Autonomous Dialogue Method" (Instructor: Hiroyuki Hori)
First, we prepare the participants' mindset and provide hands-on support to draw out the "ability to think and act independently" from within the staff. We introduce dialogue techniques to enable the site to operate autonomously within the framework established by the management.
■ Subsidy Utilization Support for Strategic Investment (Subsidy and Grant Advisor: Nana Nakamura)
Utilizing the "Business Development Reskilling Support Course." Employees covered by employment insurance (facility directors and supervisors) who undergo reskilling involving a change of duties from "on-site care" to "management" are eligible for up to 75% of the training fees. A specialized team provides full support for complex application procedures, financially supporting investment in the future.
【 Supervisor/Instructor Profiles 】
Supervisor/Producer: Mizuo Matsumoto
■ Supervisor/Producer: Mizuo Matsumoto
Representative Director, General Incorporated Association Care to Tomoni
An organizational development coach with a track record of training over 1,500 leaders.
After 14 years at a financial institution, he achieved the No. 1 sales record in Hyogo Prefecture for mutual aid in the nursing care and medical fields before becoming independent. Since then, he has accumulated 1,000 hours of coaching sessions.
The answer he arrived at from his struggles in a sales environment driven by numbers was that "the way of dialogue" changes organizations more than skills.
In collaboration with other expert directors and partner organizations, he strives to prevent care-related job separations and alleviate the loneliness of managers through hands-on support.
Instructor: Hiroyuki Hori
■ Instructor: Hiroyuki Hori
Certified Master Coach by the General Foundation for Lifelong Learning Development / Representative of Coach Hori Juku
15 years of coaching experience, 1,500 hours of track record.
An expert in "dialogue and practice" who has regenerated medical and welfare sites.
In the nursing care and welfare sector, he has served as an instructor for administrator training organized by local governments and training for elderly service providers.
In continuous hands-on support for several months at social welfare corporations and public hospitals, he deeply intervened as a dedicated facility coach, including 1-on-1 coaching for staff, and dedicated his efforts to transforming on-site communication.
【 Overview 】
Name: On-site Improvement Program (Organizational Autonomy Project)
Period: August 22, 2026 - January 23, 2027 (Six months, 10 sessions in total)
Content: A total of 35 hours of online practical training, individual hands-on sessions with facility managers.
Target: Managers and facility directors of nursing care and welfare facilities, and their accompanying next-generation leaders (right-hand staff).
Limit: 10 facilities for six months.