The AGB publication highlights how colleges and universities are using real estate assets to advance mission and strategic priorities, emphasizing the governance role boards play in evaluating property decisions. It frames suburban growth patterns as often sprawling and inefficient, while noting that institutional real estate strategy increasingly shapes long-term financial sustainability and academic capacity. The piece argues that boards should scrutinize how campuses acquire, repurpose, and dispose of physical assets, particularly as educational models shift and institutions seek new revenue and cost structures. It also positions facilities governance as part of risk management, from capitalization and development choices to alignment with enrollment and program demands. Because the item is member-restricted in full, only the public framing is visible; however, the editorial intent is clear: elevate real estate decisions from operational housekeeping to explicit strategic stewardship by governing boards. For higher-ed leadership teams, the practical relevance lies in how real estate governance intersects with capital planning, workforce development space, sustainability initiatives, and student experience outcomes.