Over the past two years, the Facility Management Division of the U.S. Army Medical Command (MEDCOM) has implemented best value directives to transform their Capital Investment Program from a management to a leadership structure. The changes include the utilization of performance information in contractor selection, the successful transfer of project risk to the awarded contractor, and the minimization of owner management. Since the implementation, the U.S. Army Corps of Engineers (USACE), on behalf of MEDCOM, has competed several Indefinite Delivery, Indefinite Quantity (IDIQ) contracts to a pool of six contractors. This paper presents the effects of MEDCOM's new risk identification, planning and management program from one contractor's stance. The results indicate that the best value changes increased the contractor's ability to differentiate themselves from other contractors (in terms of performance) as well as the overall project performance.