Background: Top-down and externally imposed quality requirements can lead to improvement, but do not seem as sustainable as intended. There is a need for a quality model that intrinsically motivates healthcare professionals to contribute to quality and safe care in hospitals. This study shows how a quality model that matches the identity and the quality vision of the organization was developed.Methods: A multimethod design with three phases was used in the development of the model at a large teaching hospital in Belgium. In the first phase, fourteen focus groups and nineteen interviews with staff members were conducted to obtain an overview of the quality and safety challenges; complemented by a plenary discussion with the members of the patient advisory council. In the second phase, the challenges that had been captured were further assessed using a hospital wide survey for all hospital staff. Finally, a newly established Quality Review Board (with internal and external stakeholders) critically evaluated the input of phase 1 and 2 and defined the basic quality standards to be implemented in the hospital. A first evaluation 2 years after the implementation was conducted based on (1) patients’ perceptions of quality of care and patient safety by publicly available indicators collected in 2016, 2019 and 2022, and (2) staff experiences and perceptions regarding the acceptability of the new model gathered through (grouped) interviews and an open questionnaire.Results: The quality model consists of eight broad themes, including norms for the hospital staff (n=27), sustained with quality systems (n=8) and organisational support (n=6), with aid from adequate management and leadership (n=6). The themes were converted into 46 standards. These should be supported within a safe, efficient and caring work environment. The new model was launched in the hospital in June 2021. The evaluation shows a significant difference in quality and safety on different dimensions as perceived by hospitalized patients. The perceived added value of the participatory model is a better fit with the needs of employees, and the fact that the model can be adjusted to the specific context of the different hospital departments. The lack of hard indicators is seen as a challenge in monitoring quality and safety.Conclusion: The participation of various stakeholders inside and outside the organisation in defining the quality challenges resulted in the creation of a participatory quality model for the hospital, which lead towards a better-supported quality policy in the hospital.