One distinct assessment relates with the area’s population—majority of citizens were decidedly African-Americans and Hispanic in origin. The implication that there is a relation of poor economic conditions and domination of darker-skinned residents can somehow hold a ground basis.
Further explorations throughout the day revealed several outcomes. Similar with other cities, students and workers alike go on with their routine activities—going to their respected destination and coming home by the end of the day. As night time falls, however, depicts a different scenario. Groups of mixed young adult races, mainly African-American and Hispanics, prowled the streets of Orange City, each pursuing various habits—smoking and drinking, etc. In an article on Orange City (2004), statistics demonstrated that only a small percentage attained a college degree, while majority graduated in high school. Moreover, the crime index in the area by 2006 reached almost 13,000. The low academic attainment of residents may seem to contribute to its poor economic state, while high criminal rates had possibly scared off potential business investors—resulting in shortage of job opportunities and lack of income source.
In a book by Kirst-Ashman and Hull (2009), one of the organizational models emphasized was the need to identify targets for change in community settings. Targeting for change, as emphasized by Sheafor and Horejsi (2006), “provides direction for the leader and followers” (as cited in Kirst-Ashman & Hull, 2009, p. 83). In this case, a specific group (African-American young adults), are likely to be the identified targets in need of change. Clearly, the presence of economic deprivation, where there is “inadequate or unjust access to financial resources…such as job discrimination, unemployment, insufficient work benefits” can be applied basing from the situation presented (Kirst-Ashman & Hull,