Disability support is often provided at the interface with other human services such as health, education, and employment agencies. This can present many organisational problems for people receiving support and the organisations that provide it. Individualised funding is one attempt to ease problems of fragmentation and unmet needs, but perversely, it introduces further interface complexities as organisations consider how to manage their service provision and financial structures. Drawing on interviews with 28 managers, the focus in this paper is on organisational and interface changes and challenges following the introduction of the National Disability Insurance Scheme (NDIS) in Australia, and the adaptive strategies of organisations to provide individualised and coordinated supports. The three themes derived from the thematic analysis, adopting a commercial mindset, finding a business niche, and working across complex interfaces, epitomise the benefits, constraints, and consequences of new market mechanisms for the delivery of supports, and how organisations are adjusting to a more commercial-orientated sector while also creatively negotiating multiple funding and governance systems. The findings contribute to understandings of how individualisation is creating new dynamics of local disability support governance and collaboration in service provision.

中文翻译：

---

适应国家残疾保险计划 (NDIS) 市场中个性化和协作的双重愿望的组织

残疾支持通常在与其他人类服务（如健康、教育和就业机构）的接口处提供。这会给接受支持的人和提供支持的组织带来许多组织问题。个性化资金是缓解碎片化和未满足需求问题的一种尝试，但反常地，它引入了进一步的接口复杂性，因为组织考虑如何管理其服务提供和财务结构。通过对 28 位管理人员的采访，本文的重点是澳大利亚引入国家残疾保险计划 (NDIS) 后的组织和界面变化和挑战，以及组织提供个性化和协调支持的适应性策略。从主题分析得出的三个主题，采用商业思维，寻找商业利基，跨复杂界面工作，概括了新市场机制在提供支持方面的好处、限制和后果，以及组织如何在创造性地谈判的同时适应更加商业化的行业多种资金和治理系统。这些发现有助于理解个性化如何为当地残疾支持治理和服务提供协作创造新动力。