The first stage of the PGS focuses on designing basic governance documents composed of the strategic deliverables (or roadmaps), a strategy map, and an enterprise scorecard that are all anchored on a compelling strategic positioning. This strategy is seen to be championed by a dedicated PGS Core Team and leadership team who can rally its units and personnel to make targeted commitments in pursuit of the organizational goals. 

The Compliance Stage centers on the presence of a disciplined strategy execution process composed of regular monitoring and reporting on the progress of the strategy both at the level of the enterprise and the unit. This is supported by cascading the strategy to all units and personnel through harmonizing the cascading framework with established performance appraisal and incentives systems present in the organization (i.e Strategic Performance Management System or SPMS, Program on Awards & Incentives for Service Excellence or PRAISE). Managing all of these activities, the organization must establish an Office for Strategy Management (OSM) that will oversee the implementation of the strategy and continuously monitor its progress. Additionally, the organization must also create a Multi-Sector Governance Council (MSGC) who can take part in the realization of the strategy. 

The hallmark of PGS Proficiency is the presence of emerging breakthrough results through the support of a fully functional Office for Strategy Management (OSM). With a fully functional OSM at helm, cascading to all units and individuals have been completed and refreshed depending on the performance appraisal cycle of the organization, monitoring and reporting has evolved into more meaningful performance assessments, and the strategy has been embedded to day-to-day operations. As such, accomplishments at the unit level and emerging breakthroughs at the enterprise-level are continuously produced. 

Organizations in the last stage of the PGS are expected to have at least one breakthrough result, as reflected by its strategic position. In addition to attaining its strategic target, the result must be felt by the internal and external stakeholders and obtained through the alignment of efforts toward better performance and real, lasting transformation. At this stage, a robust governance culture that guides the entire organization should be evident. The organization must also be an advocate of good governance and serve as a model for other organizations that seek strategic reform and progress. As champions of performance-based governance, PGS Institutionalized organizations are seen to sustain the delivery of breakthrough results reflected through the maturity of its governance mechanisms.

**JBLMGH is positively moving towards the Institutionalization Stage.**