Agenda for Monday, Oct. 8
–Context!
–Common Errors
Context #1
Add the Quick Facts for city population, demographics.
Little Rock: African American comprise 42 percent of Little Rock’s population. https://www.census.gov/quickfacts/fact/table/littlerockcityarkansas,US/PST045217
Add typical salary from Occupational Employment Statistics database for Arkansas
https://www.bls.gov/oes/current/oes_ar.htm
Common Errors – Math
Percent vs Percentage Point
At Lyon College, 67 percent of non-first-generation students paid back their loans within five years, while only 53 percent of first-generation students did the same, which results in a 14 percent POINT difference. The median debt for both types of students was the same though, at $12,000.
You mean “percentage point.” 14 percent of 67 is 9.4.
Steve Doig – MathCrib-Doig
Common Errors – AP Style on Numbers
AP Style on Numerals:
Numerals – AP Stylebook-2avrxtn
Common Error – Divi Library
Divi Builder. Do Not Save to Library.
Context #2: Build Charts for Context
First row: The overall median debt for Arkansas students; for men, for women.
Second row: The overall median debt for first generation students. And non-first generation
Third row: The overall statewide repayment rate, and the rate for men, for women
Fourth row: The overall median debt for white, black, asian, hispanic
Post on WordPress with the category Context
Research – Data Question
The Financial Aid department does not report loan repayment info to the Department of Education. “Once the students leave us we don’t track their information anymore,” he said.
Question: Look at data dictionary for source of this information. All 1,826 columns explained here.
https://collegescorecard.ed.gov/assets/FullDataDocumentation.pdf
https://collegescorecard.ed.gov/assets/CollegeScorecardDataDictionary.xlsx
Homework
#1: Read this report and compare to your work on context. Prepare to discuss it Wednesday
https://ticas.org/sites/default/files/pub_files/classof2016.pdf
#2: By 11:59 p.m. Tuesday, fix the issues with your charts and stories from Assignment #2. Post on WordPress, use the Context category for a tag
Katie Beth Nichols – Dashboard Assignment 10/17
Oct. 13 HWK Assignment – Caitlin Lane
Default Loan Debt Pattern
The data from the college scorecard website showed a few relations between the institutions in Arkansas and their default loans. There also seems to be a trend for the schools that have the most default debt in the way that they are located mostly in the southern part of the state. The institute with the highest default rate ws East Arkansas Community College. Another correlation for the top 10 default debt data is that there was a parallel between blue-collar, low income areas having higher CDR rates. We should further notice that a majority of these top schools with higher CDR rates are either community colleges or beauty schools and should be additionally examined. Notably, Harding University made the list for an institution with one of the highest default debt rates on the map. There is possibly a correlation between the fact that it is a private institution and its demographics.
For the lowest default rate in Arkansas, the University of Arkansas for Medical Science and the Salon Professional Academy – North Little Rock take the cake. The location for the schools with the lowest defaulting rates showed that there was no specific location trend unlike the higher default debt that can be located in the southeastern parts of Arkansas.
Katie Beth Nichols – Assignment 10/13
After analyzing the data and creating maps, there were some very clear patterns made in the graphs. The clearest pattern that I noticed, however, was in the top ten highest default rates. The highest default rates are located in southeast Arkansas. In general, southeast Arkansas is known as a lower-income region of Arkansas. This could explain why the default rate is so high in this area. If the people who live there don’t have a steady, or a very high level of cash flow, it is possible that those people would have greater difficulty paying back their student loans.
I also noticed that many of these schools are beauty schools. Does the financial aid process, or lack thereof, at beauty schools make for more defaults? From previous research, I know that beauty school students have considerably more debt that students at other types of institutions. Does this affect the amount of beauty school graduates that are defaulting on their loans?
For the ten lowest default rates, I noticed that these values were more spread out. I also noticed that many of these institutions were based in Little Rock. Is it possible that in order for Little Rock institutions offer great financial aid in order to compete with other institution’s enrollment, causing extremely low default rates?
October 13 homework- Samantha Van Dyke
Halie Brown – Oct. 13 Homework
Data Journalism
Halie Brown
Word Count: 222
The institutions with the highest three-year cohort default rate are in areas that are predominately in, or are bordering, areas that have the highest African American population and are located farther south than the institutions with three-year CDRs that are less than 10 percent. Institutions with exceptionally high 3-year CDRS, or CDRS over 24 percent, are located in areas with predominately blue-collar occupations with the exception of Phillips Community College of the University of Arkansas. All the institutions with a 3-year CDR higher than 24 percent are located in areas with a lower per-capita income from $0 to $31,900. The school with the highest three-year CDR is Credence Institute of Beauty at 29 percent, according to College Scorecard.
The institutions with the lowest three-year CDR are located farther north, or in Central Arkansas, in densely populated areas. All institutions with a three-year CDR of 7 percent and below are located in areas with a large Caucasian population. Institutions with lower 3-year CDRS are in areas that have predominately white-collar occupations and have a higher per-capita income from $36,800 to $194,000 with the exception of Lyon College, John Brown University and Harding University. The institutions with the lowest 3-year CDRs are University of Arkansas Medical Sciences and The Salon Professional Academy – North Little Rock at 2 percent.
Data HW 10/13
We can see here that the ten schools with the highest loan default rate are, interestingly, located largely in the southern part of the state. The worst offender is the Credence Institute of Beauty, with a nearly 30 percent default rate. That’s not so beautiful. It would be worth investigating the high concentration of defaults here because southern Arkansas is, generally speaking, a poorer area. It’s also worth noting that half of these top ten defaulting colleges are beauty/cosmetology schools. The rest are a mixture of community colleges and satellites of larger schools, it looks like. It would be worth investigating the after-graduation income and job opportunities for beauty school grads, as we’ve speculated from day one.
The top ten lowest default rate schools do not have as much of a regional concentration. They’re spread fairly evenly across the state. Including on in southern Arkansas, and a beauty school, at that. The University of Arkansas for Medical Science has the lowest default rate at only 1.5 percent. The University of Arkansas also just barely squeaks onto the list, which is somewhat comforting, personally. The most interesting one to me is Harding University, a private school that has always had the reputation for being very expensive for the education. Interesting value rating, as far as default rates go. There are only three beauty schools on this list, but that still means that the default rates for beauty schools aren’t totally one-sided. So maybe it’s not the smoking gun we’re looking for.
Homework 10/13 Liz Green
Schools in the southern half of the state tend to have higher default rates than schools in the northern half of the state, according to the data.
There were no institutions in northern Arkansas that were part of the top ten highest default rates. Meanwhile, on the list of top ten lowest default rates, five of the schools were located in the northern half of the state.
Moreover, it is mainly beauty schools and public institutions that have the higher default rates. Arkansas College of Barbering and Hair Design had the highest rate at 31 percent. Private institutions, such as Hendrix College, with a default rate of 3.8 percent, and Lyon College, with a rate of 6.7 percent, had some of the lowest default rates.
Oct 17, Day 16
Agenda for Wednesday, Oct 17
–Tableau Cocktail Party: Filter a Map
–Building Dashboards in Tableau
–Class Exercise: Build dashboard with an interactive graphic, a static graphic and a map, Post to Tableau Public.
Homework:
Build a Dashboard in Tableau
Build dashboard with an interactive graphic, an interactive map, an image and a headline. You will want the graphic and map to have some related data field, such as school name or other variable.
Construct a filter to control both the graphic and map.
Export your dashboard to Tableau Public, embed on WordPress. Post the WordPress link here.
Assignment due 11:59 pm Saturday Oct 20
CNN – Magic Wall
Josh Braun of CNN will demonstrate the network’s “magic wall” data visualization tool that shows real-time election results, maps, charts etc. It’s Tableau on steroids.
This is a rare opportunity to learn about one of the most innovative data journalism tools used in broadcasting today.
Wednesday, Oct 17 5 p-6 p Kimpel 102.
Guest Speaker Nov. 12
Megan Putney, head of Northwest Arkansas Tableau Users Group and an executive at Mikes Hard Lemonade
https://www.linkedin.com/in/megan-putney-21432839/
DashBoard Design
Version 1
Role :- 1)Strategic 2)Analytical 3)Operational
1.Dashboards for strategic purposes
The primary use of dashboards today is for strategic purposes. The popular “executive dashboard,” and
most of the dashboards that support managers at any level in an organization, are strategic in nature. They
provide the quick overview that decision makers need to monitor the health and opportunities of the
business.
Dashboards of this type focus on high‐level measures of performance, including forecasts to light
the path into the future. Although these measures can benefit from contextual information to clarify the
meaning, such as comparisons to targets and brief histories, along with simple evaluators of performance
(for example, good and bad), too much information of this type or too many subtle gradations can distract
from the primary and immediate goals of the strategic decision maker.
2. Dashboards for analytical purposes
Dashboards that support data analysis require a different design approach. In these cases the information
often demands greater context, such as rich comparisons, more extensive history, and subtler performance
evaluators. Like strategic dashboards, analytical dashboards also benefit from static snapshots of data that
are not constantly changing from one moment to the next. However, more sophisticated display media are
often useful for the analyst who must examine complex data and relationships and is willing to invest the
time needed to learn how they work. Analytical dashboards should support interactions with the data, such
as drilling down into the underlying details, to enable the exploration needed to make sense of itthat is, not
just to see what is going on but to examine the causes. For example, it isn’t enough to see that sales are
decreasing; when your purpose is analysis, you must be made aware of such patterns so that you can then
explore them to discover what is causing the decrease and how it might be corrected. The dashboard itself,
as a monitoring device that tells the analyst what to investigate, need not support all the subsequent
interactions directly, but it should link as seamlessly as possible to the means to analyze the data.
3.Dashboards for operational purposes
When dashboards are used to monitor operations, they must be designed differently from those that
support strategic decision making or data analysis. The characteristic of operations that uniquely influences
the design of dashboards most is their dynamic and immediate nature. When you monitor operations, you
must maintain awareness of activities and events that are constantly changing and might require attention
and response at a moment’s notice. If the robotic arm on the manufacturing assembly line that attaches
the car door to the chassis runs out of bolts, you can’t wait until the next day to become aware of the
problem and take action. Likewise, if traffic on your web site suddenly drops to half its normal level, you
want to be notified immediately.
As with strategic dashboards, the display media on operational dashboards must be very simple. In the
stressful event of an emergency that requires an immediate response, the meaning of the situation and the
appropriate responses must be extremely clear and simple, or mistakes will be made. In contrast to
strategic dashboards, operational dashboards must have the means to grab your attention immediately if
an operation falls outside the acceptable threshold of performance. Also, the information that appears on
operational dashboards is often more specific, providing a deeper level of detail. If a critical shipment is at
risk of missing its deadline, a high‐level statistic won’t do; you need to know the order number, who’s
handling it, and where it is in the warehouse. Details like these might appear automatically on an
operational dashboard, or they might be accessed by drilling down on or hovering the mouse over higher‐
level data, so interactivity is often useful.
The ways that dashboard design must take different forms in response to different roles are clearly worth
your attention. We’ll examine some of these differences in more detail in Chapter 8, Putting It All Together,
when we review several examples of what works and what doesn’t for various purposes.
https://public.tableau.com/profile/ravi2917#!/vizhome/LorealDemo/StrategicDashboard
Announcement: Nov 5 & 7 Classes Will Be Online
I will be out of town that week. Details about these Blackboard sessions will be announced before I leave.
Assignment 2 REVISION GL
Revisions made:
- Fixed ‘percentage point’ errors
- Added state average repayment rate for males, females, and overall
- Removed ZIP from tooltip, changed to a more identifiable tooltip label ‘% Point Gap M/F’
- Changed coloration
- Identified that the map only shows the top ten disparities in AR
Women at religious colleges in Arkansas were less likely to have begun repaying their loans five years after graduation than their male counterparts, according to federal student loan data.
From 51 Arkansas colleges that reported loan repayment rates after five years, three out of the top five colleges where men were more likely to repay their loans than women had religious ties, according to College Scorecard data.
The College Scorecard is a database compiled by the U.S. Department of Education that records data about universities, including the percentage of students that had paid at least $1 on their student loans after five years.
Williams Baptist College had the largest disparity between male and female repayment rates, with a 15 percentage point gap between male graduates and female graduates, according to College Scorecard.
At Williams Baptist College, 71 percent of male graduates began making payments on their student loans within five years or taking them out, compared to 56 percent of female students in that same time.
In Arkansas, the average repayment rate for male graduates after five years is 45.5 percent and the average for female graduates is 46.5 percent, according to College scorecard. The overall average repayment rate is 46 percent.
The Financial Aid department at Williams Baptist College does not report loan repayment info to the Department of Education, said Barbara Turner, director of Financial Aid.
“Once the students leave us we don’t track their information anymore,” Turner said.
Turner is not required to report male and female debt statistics separately in her federal report, she said.
“We usually only report average loan debt to the Department of Education,” Turner said.
Turner thinks that the College Scorecard got their information on student debt repayment form the companies that issued the loans, she said.
Williams Baptist College is owned and operated by the Arkansas Baptist State Convention, according to the Williams Baptist College website.
At Central Baptist College, the university with the second highest gap between the genders, there was a 14 percentage point difference between each gender’s repayment rate after five years, according to College Scorecard.
Just under 70 percent of male students had begun repaying their loans while 56 percent of females had.
The director of Financial Aid at Central Baptist College was not available for comment.
Central Baptist College is owned and operated by the Baptist Missionary Association of Arkansas, according to the Central Baptist College website.
Baptist Health College rounded out the top five highest disparities, with an approximately 6 percentage point difference between male graduates repaying their loans and female graduates.
At Baptist Health, just under 64 percent of female graduates have begun repaying their loans after five years, compared to just over 70 percent of male graduates, according to College Scorecard.
Natalie Martin, Financial Aid Director at Baptist Health College, did not provide a comment after an initial phone conversation.
Baptist Health College places an emphasis on Christian values, according to a statement from Chancellor Judy Ingram Pile found on the Baptist Health College website.
John Brown University, a private Christian university, was ranked sixth highest for repayment gender disparity, with a five percentage point difference between male and female graduates, according to College Scorecard.
At John Brown University, nearly 82 percent of male graduates had made payments on their loans after five years, compared to 76.5 percent of female graduates.
Gina Pace, assistant director of Financial Aid and Student Loan Specialist at John Brown University, does not think that the school tracks loan repayment data for students, she said.
Graduating students take an online course provided by the Department of Education that offers some counseling on loan repayment, as well as meeting with a financial aid official from JBU their last year, Pace said.
“Before the students leave campus, we do a meeting with on-campus undergrads and talk about repayment,” Pace said. “We encourage them to pay off their loans in two years or less, if they possibly can.”
Pace thinks that most students should be able to repay their loans in two years or less, she said.
“I know we’ve had a pretty good success rate,” Pace said.
The average female student at JBU graduates with $18,650 of loan debt, while the average male graduates with slightly more, $18,750, according to College Scorecard.
Graduates would have to pay approximately $777 each month to pay off their loans within two years.
Contacts:
Barbara Turner, director of Financial Aid at Williams Baptist University
870-759-4112, bturner@wbcoll.edu
Natalie Martin, Financial Aid Director, Baptist Health College Little Rock
501-202-7486, 501-202-7457, financialaid@bhclr.edu (no direct email available)
– Called, talked for a moment, asked to call me back, never returned my call.
Gina Pace, assistant director of Financial Aid and Student Loan Specialist at John Brown University
479-524-7162, GPace@jbu.edu