Public servants should identify their clients. As a statement of modern practice it seems unobjectionable. The emphasis of modern management has shifted from die inputs and processes to the outputs and recipients of government services. The language of the public sector has been infused with the rhetoric of the private, with discussion of customers and clients, rather than, as previously, recipients and patients. In many places the benefits are apparent, with officials less concerned with ensuring that every minute process is satisfied and more directed to the needs of those whom they service. My concern here is not to challenge the notion that a concentration on clients and customers is desirable; in places it clearly is. Rather I want to suggest that while a client focus may be applicable in some facets of public policy it is not universally so. There are instances where the attempt to classify everyone as clients may be counterproductive and strip the concept of useful meaning.