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This article explores the motivations of public sector managers in developing and deploying digital tools to support decision making at the front lines of public service delivery. Two digital decision support tools created by New Zealand's Ministry of Social Development are presented as a case study, drawing primarily on semi-structured interviews with senior managers. Results provide empirical evidence that public sector managers deploy digital tools not to curtail, but to support street-leveldoi:10.26686/pq.v15i1.5298 fatcat:eagjezg3s5bbne3moqccla4swm