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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.
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