This study addresses a fundamental but neglected aspect of efforts to ensure quality and improvement in a decentralised school system: the relationship between the local education authority (LEA) and local school principals. Empirically, it is based on analysis of relevant documents and interviews with key actors in a Swedish LEA (a municipality), selected as a deviant and successful case. The data analysis is rooted in the theoretical concepts of sense-making and framing. The results show that to handle the joint responsibility the LEA introduced new artefacts for quality and improvement work. These included an expanded support unit for quality and improvement, a visionary document for all educational units and a system of tools and forums to expand quality work at local school level and stimulate collaboration between LEA-level actors and school principals. The principals saw a need for most of the artefacts and regarded them as useful. However, the analysis also reveals some negative resonance concerning relevance for the local schools and expectations of uniformity. In addition to presenting and discussing these findings, issues concerning trust and relationships are highlighted in this paper.