In line with this strategic orientation, we reviewed the resources involved with engaged learning delivery at Newcastle where an office for the Advancement of Engaged Learning was established to act as a project office to track implementation performance as well as representing a first point of contact on WIL matters. This provided an opportunity to present a ‘single marketing face’ institutionally when discussing WIL in the workplaces and communities where Newcastle students work and live, which defines our educational footprint. The key benefits of this approach are threefold: (1) clarity of WIL vision and alignment with institutional strategies; (2) resource optimization to reduce duplication of effort or resources; and (3) targeted funding to benchmark or seed initiatives enhancing engagement-oriented practice and partner-based learning.