They are just referred to as residents.
Buxton works on both the public sector and private sector (retail, restaurant, grocery, etc) sides, so draws from experience on each side of the ball to provide analytic solutions.
Cities are evolving, and in order to get budgets back in balance, really need to take that private sector approach to running their community. Start thinking about the bottom line. Start thinking of your residents as customers. Start utilizing analytics and to understand who those "customers" in your city are, where they are in relations to city services (library, parks & rec, public safety) and how they are changing over time. These are all factors that retailers take into account each day when forming strategies on how to make their business more profitable.
Taking an analytical approach enables the city to more efficiently provide services, lower costs and improve quality of life.
Do you find yourself asking any of these types of questions below?
1. What can we do to recruit more volunteer firemen? (73% of all fire fighters are of the volunteer variety.)
2. How can my city get in front of the crime issue and reduce the emergency response time?
3. Our library system is struggling. How can we actively help them understand who their library card holders are and keep people come through the doors? I feel like we need to prove the value of libraries to those who fund them.
4. How do we better market park and recreation programs in order to increase participation?
5. A developer is looking for in incentives to build an indoor ski park…is there a market for this?
If you find yourself asking these types of questions, you should know that a simple data-based approach is available and cities are working harder to make the best use of tax dollars to run efficiently and provide a better quality of life for their "customers".