En masse interinstitutional relocations for residents can cause distress, increased behavioural issues, increased health concerns, though for some, there are improvements in health and cognitive functioning. Most negative effects of relocation are temporary and can be mitigated by preparation prior to the move and a supported transition period post-move. The most difficult period is shortly before the move and three to six months post-relocation.En masse interinstitutional relocations for team members can cause stress related to job security, requirements to learn new operating systems and procedures, establishing new team and working relationships, loss of previous relationships, and the ability to provide care to the same standard as the previous home. Stress that results from such change can lead to burnout, sick leave, and turnover, but can be mitigated by real engagement, consistent and clear communication, and strong management.En masse interinstitutional relocations for family members can be stressful if they lack sufficient lines of communication and information, and if quality of care appears to deteriorate post-move. When new LTC homes are structured differently, it becomes difficult to locate team members, which is distressing to families (as well as residents and team members). Family stress can be mitigated with clear lines of communication for pre- and post-move concerns, minimizing change, and strong leadership.Given that change is stressful, planning, engagement, empowerment, human resources, leadership, team building, and communication are critical components for effective en masse relocations of long-term care residents and team members. Planning for change related stress pre- and post-relocation, allowing for sufficient time, support, and resources acknowledges the hard work required to complete the move and supports the well-being of those involved.