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Peer-reviewedCC BYInternational journal of integrated care

Sustaining Integrated Care for Vulnerable Youth: A Longitudinal Case Study of the Regina Intersectoral Partnership (TRiP)

  • Akram Mahani1
  • Adhika Ezra2
  1. 1Johnson Shoyama Graduate School of Public Policy, University of Regina, CA
  2. 2Department of Sociology and Social Studies, University of Regina, CA
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Abstract

Introduction:: Many children and youth with mental health challenges face fragmented service delivery and poor cross-sector coordination. This paper examines the Regina intersectoral Partnership (TRiP), a collaborative initiative addressing youth vulnerabilities in Saskatchewan, Canada. The study examines how collaboration within TRiP evolved, adapted, and was sustained since its launch in 2010, situating this evolution within Tuckman’s group development model.

Methods:: We employed a qualitative, multi-method design, including 25 semi-structured interviews with policymakers and service providers from six TRiP partner organizations, document reviews, and observations of TRiP meetings. Data were analyzed using reflexive thematic analysis in NVivo 12.

Results:: TRiP’s evolution unfolded across four interconnected phases: partnership formation, adaptive implementation, evaluation-driven refinement, and advanced integration. Key enablers—including champions, shared vision, co-location, structured processes, and ongoing evaluation—supported stronger coordination, relational trust, continuous adaptation, and resilience as the initiative matured.

Conclusion:: TRiP demonstrates that sustaining integrated care over time requires adaptive governance, organizational learning, strong relationships, and clear collaborative structures. Applying Tuckman’s model shows that long-term cross-sector collaboration is not a fixed progression through stages, but an iterative process in which forming, storming, norming, and performing can overlap and recur as partnerships adapt to changing needs and system conditions.

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Cite

BibTeXRIS
BibTeX
@article{mahani2026sustaining,
  title = {{Sustaining Integrated Care for Vulnerable Youth: A Longitudinal Case Study of the Regina Intersectoral Partnership (TRiP)}},
  author = {Akram Mahani and Adhika Ezra},
  journal = {International journal of integrated care},
  year = {2026},
  month = oct,
  doi = {10.5334/ijic.10258},
  url = {https://europepmc.org/article/PMC/PMC13722019},
  note = {CC BY},
}
RIS
TY  - JOUR
TI  - Sustaining Integrated Care for Vulnerable Youth: A Longitudinal Case Study of the Regina Intersectoral Partnership (TRiP)
AU  - Akram Mahani
AU  - Adhika Ezra
PY  - 2026
DA  - 2026/10/28
JO  - International journal of integrated care
DO  - 10.5334/ijic.10258
UR  - https://europepmc.org/article/PMC/PMC13722019
AB  - Introduction:: Many children and youth with mental health challenges face fragmented service delivery and poor cross-sector coordination. This paper examines the Regina intersectoral Partnership (TRiP), a collaborative initiative addressing youth vulnerabilities in Saskatchewan, Canada. The study examines how collaboration within TRiP evolved, adapted, and was sustained since its launch in 2010, situating this evolution within Tuckman’s group development model.  Methods:: We employed a qualitative, multi-method design, including 25 semi-structured interviews with policymakers and service providers from six TRiP partner organizations, document reviews, and observations of TRiP meetings. Data were analyzed using reflexive thematic analysis in NVivo 12.  Results:: TRiP’s evolution unfolded across four interconnected phases: partnership formation, adaptive implementation, evaluation-driven refinement, and advanced integration. Key enablers—including champions, shared vision, co-location, structured processes, and ongoing evaluation—supported stronger coordination, relational trust, continuous adaptation, and resilience as the initiative matured.  Conclusion:: TRiP demonstrates that sustaining integrated care over time requires adaptive governance, organizational learning, strong relationships, and clear collaborative structures. Applying Tuckman’s model shows that long-term cross-sector collaboration is not a fixed progression through stages, but an iterative process in which forming, storming, norming, and performing can overlap and recur as partnerships adapt to changing needs and system conditions.
SN  - 1568-4156
ER  -