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CHAPTER 6 Findings of Data-Management Policies and Issues This chapter is to examine critical issues and policies related to data management. A smart- card fare payment generates a transaction record every time a card is processed at a read-write device, with the exception of designated terminals that only provide remaining value informa- tion to the patron. These transaction records are an asset that has significant value and thus needs to be managed. A data-management policy provides the guidelines for the participants in an interoperable smartcard system for managing this data asset. At a minimum, a data-management policy should address the following: · Scope of the data-management policy; · Definition of the data types, Data location, Ownership and access rights, and Data-protection measures; · Identification of the stakeholders and their roles and responsibilities; and · Other requirements-privacy. A data-management policy is a document updated as stakeholder needs change. Simi- lar to business rules, which may range from a one-page document (e.g., the business rules for TransLink) to a detailed set of requirements (e.g., the business rules for the Seattle RFC), data-management policies' length and level of detail will vary according to stake- holder needs. Figure 15 illustrates a process for developing and maintaining a data-management policy. 6.1 Scope of the Data-Management Policy The scope and purpose of the data-management policy identifies to whom it applies, and the limitations of the data involved. In general, the data-management policy for an interop- erable smartcard fare payment system will apply to all agencies participating and accepting the smartcard for payment, the contractors supplying systems and services, and any non- transit participants. The data are generally limited to those generated during the fare payment operation. The scope and purpose of the data-management policy does not necessarily need to be updated unless organizational structural changes occur in the program. Because of the long-term nature of smartcard projects and the effort required by agencies to set up program-management structures, organizational structures are fairly stable once established. 74