Strategic Information System Report: SA Police Strategy

This report provides an in-depth analysis of the Strategic Information System (SIS) within the South Australian Police (SA Police). The report begins with an introduction to SIS, emphasizing its role in providing competitive advantages and improving operational efficiency through strategic information management. It then delves into the roles of key stakeholders, including the CEO, CFO, CCO, and CHRO, and their expectations regarding the Chief Information Officer (CIO). The discussion covers business situations, needs, and priorities, along with organizational structure, challenges, and risk mitigation strategies for both business and IT. The report also examines IT infrastructure, operations, and architecture, including budgetary considerations. Furthermore, it explores the role of the CIO in SA Police, its evolving nature, top management's expectations, and the influence of the CIO on IT/IS performance. The report identifies weaknesses in IT/IS and recommends improvement actions to address risks, concluding with a summary of the key findings and implications for strategic information management within the organization.

Running head: STRATEGIC INFORMATION SYSTEM
Strategic Information System
Name of the Student
Name of the University
Author’s Note:

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Table of Contents
Introduction......................................................................................................................................2
Discussion........................................................................................................................................2
Part 1: Roles of Stakeholders.......................................................................................................2
Part 2: Understanding the Business.............................................................................................6
Business Situation....................................................................................................................6
Business Needs........................................................................................................................7
Business Priorities...................................................................................................................7
Organizational Structure and Capabilities...............................................................................8
Business Challenges, Risks and Approaches for Mitigation...................................................9
IT Challenges, Risks and Approaches for Mitigation.............................................................9
Processes..................................................................................................................................9
IT Infrastructure and Operations...........................................................................................11
Information Systems and Enterprise Architecture.................................................................11
Budgets and Spending...........................................................................................................11
Part 3: About the CIO................................................................................................................11
Role of CIO in South Australian Police................................................................................11
Evolving Role of CIO............................................................................................................11
Expectation of Top Management from IT/ IS.......................................................................11
Influence of CIO in South Australian Police.........................................................................11
Performance of IT/ IS............................................................................................................11
Weaknesses of IT/ IS in South Australian Police..................................................................12
Recommended Improvement Actions for Risks....................................................................12
Conclusion.....................................................................................................................................12
References......................................................................................................................................13

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Introduction
The strategic information system or SIS is the information system, which is developed for
corporate business initiative. This particular type of information system is mainly made for
providing competitive advantages to a particular organization or company (Galliers and Leidner
2014). The products or the services are delivered at low prices and are focused on a specific
segment of market. Strategic information management or SIM is the most significant
characteristic of information technology. The strategic information management helps the
organizations and businesses by categorizing, storing, processing and transferring the
information that are decided to be created or received. Moreover, this often provides certain
techniques to help the organizations for the information repositories (Peppard and Ward 2016).
The overall efficiency of the operations are also improved with the help of strategic information
management. The strategy planning is the most important step for any organization. When the
strategies of the organization are of error free, it is evident that the organization will be
successful in attaining the organizational goals and objectives.
The following report outlines a brief discussion on the strategy planning and formulation
of a real life organization or company. The objective of this report is to provide an opportunity to
plan and formulate information technology strategy in view of the real life constraints that an
organisation faces (Schobel and Denford 2012). The stakeholders play the most important role in
the strategy planning of an organization. The major stakeholders are CEO, CIO, CFO, CCO,
CHRO and external customers. This particular report describes about the role of Chief
Information Officer or CIO for a specific organizational strategy planning and formulation. The
report describes about the business situation, business requirements, and priorities of the
business, organizational structure, business challenges, risks, and approaches for mitigating the
risks. Moreover, the information technology risks and their approaches for mitigation are also
mentioned in this report (Pearlson, Saunders and Galletta 2016). The several processes,
infrastructures, operations and architectures of IT are also provided in this report.
Discussion
Part 1: Roles of Stakeholders
The stakeholders of an organization are group of individuals, person or a particular
organization. They are responsible for every growth of the organization and are affected by the
activities, actions, policies and objectives of that organization (Willcocks 2013). The examples
of major stakeholders are the employees, creditors, government, suppliers, unions and a
particular community, where from an organization has drawn the resources. The top management
is also considered as the stakeholders. These stakeholders are the CEO, CIO, CFO, CCO, CHRO
and all the external customers.
SA Police or the South Australian Police is the best police service in Australia. This
South Australian Police mainly gives the services of police without taking any break from the
work (Police.sa.gov.au, 2017). The services are twenty four hours in a day and seven days in a
week. They fulfil their duties and responsibilities for simply keeping the Australians safe and
secured. The South Australian Police agency was first formed on 28th April, in the year 1838 by
the Government of Australia. The agency was established under Henry Inman. There had been

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various significant and remarkable modifications and changes in the agency of South Australian
Police. This leading organization has amazing organizational and management bodies
(Police.sa.gov.au, 2017). The various stakeholders have several roles, responsibilities, routine
activities, concerns and strategic contribution for this particular organization. The various
stakeholders of South Australian Police are as follows:
i) CEO: The CEO of Chief Executive Officer of South Australian Police or SA Police is
responsible for leading the overall execution and development of the particular organization’s
strategies that are long term with a vision to create the value of shareholder (Mellott et al. 2012).
The leadership role of the Chief Executive Officer also involves being completely responsible
for all regular decisions of management and for the implementation of the interim and the long
term plans of the organization. The major responsibilities of the CEO of South Australian Police
are as follows:
a) The first role of the CEO is leading the Board of Members in such a way that the
organizational strategy is developed.
b) The second role of the CEO is to look after the implementation of the organizational
long term and short term plans.
c) The third role of the CEO is to be sure about the organizational structure and that all
the employees are working perfectly.
d) The fourth role of the CEO is to check that the major threats and the risks are assessed
properly and these risks are managed and monitored (Strand 2013).
e) The fifth role of the CEO is to ensure that the organization has proper systems for
enabling the activities ethically and morally.
f) The sixth role of the CEO is to make sure that the organization is maintaining higher
standards of the social responsibility and corporate citizenship wherever it does its business.
The major concerns and expectations of the Chief Executive Officer has from the Chief
Information Officer of South Australian Police are as follows:
Long Term Sustainability: The Chief Executive Officer of South Australian Police
normally has extreme expectation from the Chief Information Officer about the long term
sustainability of the organization (Arvidsson, Holmström and Lyytinen 2014). The long term
sustainability should be centralized to the strategic development process of the business. They
have the expectation that the CIO will merge the sustainability for the strategies of the business
and this will help them to plan ahead.
Maintaining Information Technology Equipments: The chief information officer or the
CIO maintains the equipments of information technology (Cassidy 2016). It is one of the major
concerns of the CEO of the organization that whether the equipments are maintained or not.
Investing in New Cost Efficiencies: The investment is again one of the major concerns of
the chief executive officer. It is the responsibility of the chief information officer to look into the
matter of investment in information technology for better efficiencies.

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Applying Innovation for Growth: Innovation in an organization helps to achieve the
organizational goals and objectives (Whittington 2014). It is the responsibility of the chief
information officer to look into the matter of innovation for the overall growth and development
of the organization.
Engagement of the Economy: The engagement of the economy for the information
technology strategies are again one of the most important responsibilities of the chief
information officer.
ii) CFO: The CFO or the Chief Financial Officer is responsible for the financial decisions
of the organization. The CFO is the chief financial and operating officer, who manages the
financial risks and challenges in the organization (Estevez and Janowski 2013). The CFO even
analyses the data or the information related to finance in the organization. The chief financial
officer is equivalent to the Finance Director or FD of a particular organization. The main
responsibilities of the chief financial officer are as follows:
a) The first responsibility of the chief financial officer is to manage the risks and threats
that are related to financial state of the organization.
b) The second responsibility of the chief financial officer is to take every decision that are
related to finance and financial state of the organization.
c) The third responsibility of the chief financial officer is to look after the transactions
made for the organization.
d) The fourth responsibility of the chief financial officer is to check the overall financial
growth of the organization.
The Chief Financial Officer or the CFO of South Australian Police or SA Police has
various concerns and expectations from the Chief Information Officer or CIO of the organization
(Venkatesh, Thong and Xu 2012). The main concerns and expectations of Chief Financial
Officer are as follows:
Invest in Proper Equipments: The major concern of the chief financial officer from chief
information officer is invest in the proper and relevant equipments. The information technology
equipments that are utilized by the South Australian Police should be innovative and new.
Therefore, it is evident that the equipments should be perfect and for this investment is required
(Schwalbe 2015). The investment should be done in such a way that the organization does not
incur losses.
Risk Management: The second concern of the Chief Financial Officer is to look into the
matter of risk management in the organization. The chief information officer should check if
there is any type of risks related to the information technology.
Cost and Profitability Management: The third concern of the chief financial officer is to
check about the cost and profitability management (Bilbao-Osorio, Dutta and Lanvin 2013). The
chief information officer regarding the information technology should check the management of
the cost and the profit.

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Managing Evolving Technology: The fourth concern is the management of the evolving
technology. It is the responsibility of the chief information officer to check and update the
existing technology with the new evolving technology.
Changing Regulatory Environment: The modifications in the regulatory environment
are another major concern of the chief financial officer.
iii) CCO: The Chief Compliance Officer or the CCO is the typical corporate officer who
has the charge of controlling and overseeing the issues of compliance within the organization. He
does this by making sure, such as, an organization is complying with the authoritarian
requirements and also that the organization and the employees are complying with the internal
procedures and policies (Holtshouse 2013). The main responsibilities of a chief compliance
officer are as follows:
a) The first role of a chief compliance officer is to develop the compliance programs for
the organization and organizational staffs.
b) The second role of the chief compliance officer is to ensure that the compliance
programs are followed by all the staffs of the South Australian Police (Mahmoudsalehi,
Moradkhannejad and Safari 2012). Since, they are into legal jobs, the chief information officer or
the CIO should follow the legal matters.
c) The third role of the chief compliance officer is to be sure about the ethics policy and
that the staffs are working ethically.
d) The fourth role of the chief compliance officer is respond to the regulatory finding and
violations in the organization.
The chief compliance officer of the South Australian Police has several concerns and
expectations related to the chief information officer (Leung and Lee 2012). The main concerns of
the chief compliance officer are as follows:
Following Ethics in Technology: The technology that is utilized by the chief information
officer should be ethically and morally correct and relevant.
Policy Management and Procedure Management: The policies and the procedures
should be managed by the chief information officer. These policies are mainly related to the
information technology and information and communication technology.
Compliance Monitoring: The chief information officer should look into the matter of
monitoring the compliances and check the technology before utilizing them. This is a major
concern of the chief compliance officer.
Communicating with the Corporate Policies: The next concern of the chief compliance
officer is to understand that the corporate policies should be communicated properly.
Monitoring Financial Risks in Technology: The next concern of the chief compliance
officer about the chief information officer is to monitor the risks and threats of the information
technology and information and communication technology regarding finance.

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iv) CHRO: The Chief Human Resources Officer or the CHRO is a specific corporate
officer who looks at all the aspects of the industrial relations policies and human resource
management, operations and practices for a particular organization (Margetts 2012). They report
directly to the Chief Executive Officer of the organization. The chief human resources officer is
the most important person of the South Australian Police or the SAPOL. The major
responsibilities of the Chief Human Resources Officer are as follows:
i) The first responsibility of the Chief Human Resources Officer is to conduct the
organizational performance.
ii) The second role of the Chief Human Resources Officer is to check about the
workforce.
iii) The third role of the CHRO is to regulate the governance and the compliance.
iv) The fourth role of the CHRO is to advise about the senior leadership team.
The CHRO have several concerns and expectations from the CIO of the South Australian
Police (Picazo-Vela, Gutiérrez-Martínez and Luna-Reyes 2012). The concerns are as follows:
Developing Future Leaders: The future leaders of the technology are developed by the
chief information officer and this is the main concern and expectation of the chief financial
officer.
Hiring Perfect Technical Persons: The technical persons play the most important role in
the South Australian Police. Therefore, the CIO should hire responsible technical persons for the
organization.
Developing Workforce Skills and Capabilities: The chief information officer or the CIO
develops the workforce skills and capabilities related to the information technology.
Fostering Collaboration and Knowledge Sharing: This is the next concern of the chief
human resources officer regarding the chief information officer (Peppard and Ward 2016). The
CIO should foster collaboration and should share his knowledge with other employees.
Enhancing the Workforce Productivity: This is the next concern of the CHRO regarding
the CIO of the South Australian Police. The CIO should enhance the productivity of the
workforce for the betterment of the IT strategies of the organization.
Part 2: Understanding the Business
Business Situation
The situational analysis of the SA Police is done by certain techniques like SWOT
analysis (Holtshouse 2013). The analysis of the business situation of the organization is as
follows:
SWOT Analysis: The full form of SWOT is strengths, weaknesses, opportunities and
threats. This is the method for evaluating the above mentioned four elements in a particular
organization, business and project (Kajanus et al. 2012). A typical SWOT analysis is normally
carried out for an industry, place, organization, product and person. It is involved in the

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specification of the organizational goals and objectives of the particular organization and also the
identification of the external and internal factors related to those objectives and goals. The
strengths of an organization refer to those characteristics, which provide advantages over other
organizations. The weaknesses of an organization refer to those characteristics, which provide
the disadvantages over the other organizations. The opportunities of a particular organization
refer to those elements, which the organization exploits to the benefits (Kajanus et al. 2012). The
threats of an organization refer to those elements, which causes problems for the organization or
a particular project. This identification of strengths, weaknesses, opportunities and threats are
extremely important for the achievement of the organizational objectives and goals. The
objective of this analysis is the identification of the external and internal factors of the
organization. According to SWOT analysis, the internal factors of an organization are the
strengths and weaknesses and the external factors of an organization are the opportunities and
threats of that organization. The strength of the SA Police is the ethical and moral activities of
the organization (Cresswell and Sheikh 2013). The SA Police does not have any such
weaknesses in their business. As it is the best police service, there is a threat that the other
services can lead the business over the SA Police. The high competition amongst the other
businesses can be a special opportunity for the organizational growth and development.
Business Needs
The organization has several business needs and requirements from IT. These are noticed
by the stakeholders of the organization and especially by the CIO. The main reasons for the
requirement of IT in the SA Police are as follows:
i) Better Communications: IT provides better communication services, which is
extremely important for the police services.
ii) Better Efficiency: The efficiency of an organization is the major concern of the
stakeholders like the CEO, CHRO (Claver-Cortés, Pertusa-Ortega and Molina-Azorín 2012).
The IT provides better efficiency to the organization by the technology.
iii) Competitive Advantage: The competitive advantage is again another important
requirement of the SA police. The IT provides competitive advantage to any organization by the
technologies.
Business Priorities
The above-mentioned three requirements of the business of the SA Police can be
arranged according to their priorities.
Rank 1: Better Efficiency: As this, the service of police, the efficiency should be ranked
as first.
Rank 2: Better Communications: The public should be able to communicate with the
police on time; therefore, the communications is the second important priority of the
organization.
Rank 3: Competitive Advantage: The competition always comes on the third position as
this is not as much important as the rest.

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Organizational Structure and Capabilities
The organizational structure of the SA Police is as follows:
Figure 1: Organizational Structure of SAPOL
(Source: Police.sa.gov.au, 2017)
The immediate successor of the Commissioner of SAPOL is as follows:

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Figure 2: Immediate Successor of Commissioner of SAPOL
(Source: Police.sa.gov.au, 2017)
Business Challenges, Risks and Approaches for Mitigation
The business challenges, risks and the ways for mitigation of the SA Police are as
follows:
i) Lack of Training: This is the most important business challenge or risk in the SA
Police (Claver-Cortés, Pertusa-Ortega and Molina-Azorín 2012). The employees do not have
enough training for facing real life situations.
This challenge can be avoided by conducting periodical training programs in the
organization.
ii) Hiring Efficient Employees: The employees working in the organization should be
skilled and efficient in their job. This is another important challenge in their business.
This challenge can be avoided by keeping special human resources officer, who can hire
the employees after looking at their skills and efficiencies (Picazo-Vela, Gutiérrez-Martínez and
Luna-Reyes 2012).
These are the main challenges of the SA Police and the approaches for mitigating these
approaches.
IT Challenges, Risks and Approaches for Mitigation
The IT challenges, risks and the ways for mitigation of the SA Police are as follows:
IT Challenges Mitigation Plans
1. Malicious Codes: This type of software or code
is implemented in any system for hacking purpose.
1. Antivirus: This is the most simple mitigation
plan for any type of risk in the personal data (Dutta,
Bilbao-Osorio and Geiger 2012). This type of
software detects and prevents the malicious codes
or software and virus attacks from entering into the
system.
2. Denial of Service: This is the second most
vulnerable risk for all personal information. It is
done by simply denying the service of a system.
2. Firewalls: This is the second way of securing
personal information. The firewalls act ac walls in
case of security. They eventually detect and prevent
the security risks and threats of the data.
3. Personal Information Leakage: This is one of
the most important threat or risk for any personal
information (Alhawari et al. 2012). The
information can be easily leaked or exposed in the
cloud and the information loses all the integrity and
confidentiality.
3. Encryption: This is the most basic and simple
way of securing data and information in any
system.
Processes
The main processes that are related to Information Technology of the SA Police are as
follows:

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i) Risk Management: This is the most important and significant process related to IT
(Liebowitz and Frank 2016). The technology must such used that they have the capability to
manage the risks and vulnerabilities.
Figure 3: Risk Management Process
(Source: Peppard and Ward 2016)
ii) Operational IT Process Implementation: This is the second most important process
related to IT (Lloyd 2017). The operational IT process are related to the basic operations of the
information technology.
Figure 4: Operational IT Process
(Source: Cresswell and Sheikh 2013)

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IT Infrastructure and Operations
The IT infrastructure of the SAPOL is a cloud based system. They utilize hybrid cloud in
their infrastructure. Hybrid cloud is the amalgamation of private and public cloud. It is extremely
secured and the information is stored in the cloud based data centre.
The major IT operation that is managed by this organization include the service
monitoring. Specific team in the organization does service monitoring (Peppard and Ward 2016).
They do this following the entire process of service monitoring.
Information Systems and Enterprise Architecture
The information systems of the SA Police include the learning management
systems, transaction processing systems, knowledge management systems, decision support
systems, office information systems and database management systems.
Budgets and Spending
The maximum expenditure of SAPOL includes the superannuation, long service leave
and payroll tax. SAPOL’s significant operating expenses are utilities, accommodation, motor
vehicles, computing, and communications. Current assets increased in 2015-16 by $14.5m
(Police.sa.gov.au, 2017). This is mainly related to the increment in the receivables as at 30 June
2016 compensate by the degradation in cash.
Part 3: About the CIO
Role of CIO in South Australian Police
The role of Chief Information Officer in the SA Police is to check the decisions related to
information technology. Any decisions undertaken regarding IT is governed by the CIO. It is his
responsibility to look into the matter that everything is done ethically.
Evolving Role of CIO
The role of the CIO has changed from time to time as the overall business is evolving.
The organization was founded in the year 1838 and as years has passed, the role of the chief
information officer has evolved for the betterment of the IT strategies in the business.
Expectation of Top Management from IT/ IS
The top management of the organization expects that the IT or the IS will take such
decisions that will bring productivity and improvement in the business (Mahmoudsalehi,
Moradkhannejad and Safari 2012). Moreover, as this organization is for serving the public, the
technology should such made that all individuals can utilize them.
Influence of CIO in South Australian Police
I think that the influence of CIO in the SAPOL is extremely important. IT has contributed
a lot over the years in the organization.
Performance of IT/ IS
I feel that the performance of IT or IS is good in the view of the expectations (Nambisan
2013). The CIO has made sure that all the evolving technology is utilized in the organization.

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Weaknesses of IT/ IS in South Australian Police
I think that the main weakness of the SAPOL is the dependent on the technology. The
organization cannot operate any activity without the help of the technologies.
Recommended Improvement Actions for Risks
I propose that there are several actions that improve the situation of the SAPOL and
mitigate the weakness. The employees of the organization should be trained properly so that they
will not be dependent on the technology. There can be certain challenges in this action as it will
be time consuming. However, this will help SAPOL to reduce the weaknesses.
Conclusion
Therefore, from the above discussion it can be concluded that, the Chief Information
Officer or CIO of an organization is the position of the most senior executive of an organization,
who is responsible for the computer systems and the information technology supporting all the
goals and objectives of an organization. This Chief Information Officer or CIO of an
organization directly reports to the Chief Executive Officer or CEO. The major responsiblity of
the Chief Information Officer is to complete the responsibilities of a business leader. They
normally make executive decisions regarding various things like creating any new or innovative
systems and the purchase of the equipments that are related to information technology. Any type
of decision that is related to information and information technology are undertaken the chief
information officer. They can balance the roles like to obtain the competitive advantages in the
organization and to maintain the best interests of the employees of a particular organization.
Moreover, the chief executive officers take the decisions related to information and
communication technology or ICT and the strategies of information technology. This ICT or the
information and communication technology is the most important part of information technology
and the strategies and the several policies of ICT help an organization to achieve the
organizational goals and objectives. The above report outlines the basic concept about the
stakeholders and specially the roles and responsibilities of the Chief Information Officer or the
CIO for a real life organization. The organization chosen in this report is the South Australian
Police or SAPOL. The report has described the several concerns and expectations of CEO, CFO,
CCO and CHRO from the chief information officer. Moreover, the business situations, the
business needs, the business priorities, the organizational structure, the business risks and
probable ways of mitigating the risks are also mentioned in this report. The information
technology risks and challenges are also mentioned in the report. The proper ways for the
mitigation of these risks are also given in the report. The process, architectures, budgets,
infrastructure and the operations that are related to information technology are also mentioned in
this report. The final part of the report helps to understand the role of the chief information
officer in the report by providing relevant information for South Australian Police or SAPOL.
Proper recommendations and suggestions are also provided in the report.

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