Thank you, Mr. Chair.
I will start, and then I will ask my colleague Ms. Charette to pick up.
One of the key elements that has been mentioned, and that Ms. Fraser has also mentioned, is that we have been working with departments to ensure that they do have investment plans. We may not have a list right now of all the mission-critical systems across the government, because there are currently very varying definitions of what is a mission-critical system. Each organization does really have the responsibility to do its own investment plan, and I think the Auditor General has just recognized that by saying that CRA has a very good planning process and priorities. HRSDC--each one of these organizations has to have their own plan, because they have a responsibility to deliver on their mandates and their priorities.
What we have not done is come up with a common set of definitions as to what is mission-critical. Can we start looking at them across the Government of Canada? That is what we are endeavouring to do and have committed to do. We have looked, obviously, at what are some of the key priorities per department, per mandate, and have been working very actively with those organizations when those mission-critical systems are identified.
So I do not want to leave the committee with the impression that we have not done anything, that we don't have a sense of what the risks are. But what we have been asked to do and what we have agreed to do is to come forward with a more systematized, coordinated approach, where the definitions are shared and where in fact we can look at what the overall picture is.
It is, and will still remain, the responsibility of each organization to do their investment planning and to do their portfolio management, because they are ultimately responsible for the delivery of their services.
I'll ask Ms. Charette to just pick up on the process we will then be following to make sure that we respond to the Auditor General's report.