Long-term care facilities are units that are of much concern to many stakeholders; this includes providers, the policymakers and the consumers alike. These facilities not only cater for the elderly and vulnerable in the society but are also a multibillion-dollar investment franchise for many stakeholders. It stands for a public investment of more than 100 billion dollars. In this respect, we find that ensuring quality is an uphill task since the facilities are numerous in number and so require a tremendous amount of time and money to run. In essence oversight bodies face many challenges since much of the data goes unreported or is not often tracked (Bowers et al., 2010). A nursing home regulatory process was put in place to address some of the challenges faced and to hold providers accountable for meeting certain set criteria reinforced by mechanisms and sanctions that were put in place to address some of these issues. Stakeholders serve numbers of key roles for long-term care facilities. They monitor the progress of the facilities key projects that are aimed at improving the quality of service in the institutions. Through monitoring, they ensure that the resources are fully utilized and none goes to waste. For instance, the LTCF may obtain funds to open another wing in the institution to cater for the high number of residents admitted to the institution. The stakeholder’s role in this instance is to ensure that the status of the new location is ideal and assess the urgency of the institution to come up with a new wing to cater for the high number of residents in the facility. Business managers who are overseeing the construction understand the importance of meeting the deadline for continuous funding from the stakeholders (Dorsten et al.,2009). Stakeholders by and large are intensively involved in businesses in which they exhibit tremendous experience. In this regard, the stakeholder serves as a source of knowledge for the businesses future endeavors and ambitions. In this case, the facilities look up to the stakeholders for mentorship in their future goals. For example, if the long-term care facility intends to open a new branch in a given district they would look up to the stakeholders for mentorship to ensure that this goal is achieved. These guidelines could be in the form of effective strategies that will ensure that the business takes the appropriate approach going forward (Gaugler,2015). The core role of stakeholders is to provide resources to a business whenever they are required. While the pockets of stakeholders are finite they sure do have some obligatory role when it comes to monetary factors that touch on a business. This is when a business really requires financial aid they do look up to the stakeholders. A case in point is if a business requires an upwards of 5 million to embark on a project, they may secure a commitment of 5 million from the stakeholders who may issue 3 million initially and promise the remainder later on (Needham et al.,2012). When conflicts do come up in a business it is up to the stakeholders to attempt to resolve the dispute before it escalates any further. If the chief executive officer is accused of gross misconduct that violates the company’s ethical practices, the stakeholders are to decide of whether the CEO should step down or be demoted from their position. If the managers in the business cannot come to a consensus on the cause of action for the CEO then the stakeholders are obliged to use their voting powers to exercise a given decision (Weiner & Ronch,2013). References Bowers, B. J., Esmond, S., & Jacobson, N. (2010). The relationship between staffing and quality in long-term care facilities: Exploring the views of nurse aides. Journal of nursing care quality, 14(4), 55-64. Dorsten, A. M., Sifford, K. S., Bharucha, A., Mecca, L. P., & Wactlar, H. (2009). Ethical perspectives on emerging assistive technologies: insights from focus groups with stakeholders in long-term care facilities. Journal of Empirical Research on Human Research Ethics, 4(1), 25-36. Gaugler, J. E. (2015). Family involvement in residential long-term care: A synthesis and critical review. Aging & mental health, 9(2), 105-118. Needham, D. M., Davidson, J., Cohen, H., Hopkins, R. O., Weinert, C., Wunsch, H., … & Brady, S. L. (2012). Improving long-term outcomes after discharge from intensive care unit: report from a stakeholders’ conference. Critical care medicine, 40(2), 502-509. Weiner, A. S., & Ronch, J. L. (2013). Culture change in long-term care. Routledge.