Individualised funding systems have been adopted in Australia and England to increase choice and control for people with disability. Policy performance is conditional on organisational collaboration at major interfaces (including the health, housing and employment systems), but this remains one of the most testing and complex aspect of individualised disability support. This paper considers the matter of organisational collaboration at the major interfaces relating to the National Disability Insurance Scheme (NDIS) in Australia and Personal Budgets in England. Specifically, it addresses two key questions: 1) what is known about enablers and barriers of effective organisational collaboration in the provision of welfare programs, and assumptions underpinning these; and 2) to what extent are these implied or prescribed in individualised funding policy in Australia and England. In seeking to answer these questions, firstly a rapid review and synthesis of the policy literature on effective organisational collaboration in welfare provision was conducted. Next, key policy documents, namely legislation and official reports relating to the NDIS and Personal Budgets, were scrutinised for evidence of enablers and barriers, as well as other policy strategies to encourage collaboration. The analysis found evidence about expectations of collaboration in the policies, but mechanisms for achieving it were less explicit in both countries. With individualised disability support reliant on effective collaboration, empirical evidence on enablers and barriers will assist in pinpointing some of the governance potentials and pitfalls in the policy architecture of the two countries, and inform refinement of policy strategies and operating mechanisms that strengthen organisational collaboration.