The main objective of the Performance Governance System is to help PGS Partners create results that impact the lives of the Filipino people. Coming from the tenet that good governance is good Strategy formulation plus consistent strategy implementation; the elements of the PGS are expected to motivate PGS partners to have the discipline of executing and monitoring their strategy which hopefully will bring about performance results. Taking into consideration the progress and development of the partner in creating transformation, these elements are required to be fulfilled by the PGS partner before becoming successfully conferred the PGS stage.

The first stage of the Performance Governance System (PGS), is a well crafted strategy that is created in consultation with internal and external stakeholders in pursuit of Big-Hairy-Audacious Goal or Vision. By building on the organization's strengths, the Partner must successfully craft a long-term strategy that is captured in the Strategy Map and measured in the Governance Scorecard.

The second stage, involves the alignment of the organization to the strategy. Alignment in functions and accountabilities is seen with the cascading of the first-level strategy to key lower-level units for strategy implementation. This process involves the following: development of lower-level scorecards or scoreboards that combine strategy and operations and serve as the units' performance commitments, alignment of the resources with the initiatives, communicating the strategy to key external stakeholders through a multi-sectoral governance coalition (MSGC) that can represent the public's interest and ensure the continuity of the strategy to have an alignment with the partners, promoting continuous of awareness and understanding of the strategy through a comprehensive communication plan and assembling of an Office for Strategy Management which guides in strategy execution.

The third stage of the Performance Governance System (PGS), involves a successful strategy execution, helmed by an Office for Strategy Management (OSM). At this stage, the OSM must be fully functional in performing its role, scorecards evolved into more than just a performance- tracking document; it should drive inherent processes and guide the leadership team in decision making, resulting to breakthroughs.

The Hallmark of the fourth stage of the Performance Governance System (PGS), is the presence of breakthrough results. The culture of governance must be seen in the organization; such that clear mechanisms are in order and have been set in place to sustain the PGS. Institutionalization demands strong commitment to champion and advancer the principles of performance- based governance as a culture or a way of life in the organization.