Nana Kwame Ayisi-Boateng, Douglas Aninng Opoku, Abigail Kusi-Amponsah Diji, Eric Kojo Nsa Oduro, Emmanuel Konadu, Nana Akua Abruquah, Vitalis Anlaangmen Saadaare, Elizabeth Oppong-Kyekyeku, Mercy Addae, Akwasi Ohene Adjei, Godknows Mensah Kunkpe, Francis Akabo, Phanuel Seli Kwadzo Asense, James Kwasi Oberko, Anita Asiwome Baku
BackgroundPrimary healthcare systems in sub-Saharan Africa face numerous challenges that require innovative solutions. Key stakeholder perspectives are essential in the successful implementation of any interventions. This study assessed the acceptability, feasibility, and appropriateness of a family practice model (FPM) at a university hospital in Ghana.MethodsThis was a cross-sectional study conducted among 345 university staff who had accessed outpatient services at the University Hospital, Kwame Nkrumah University of Science and Technology (KNUST), Kumasi, Ghana, before the implementation of the FPM. A standardised pre-tested questionnaire was developed as a Google Form and distributed to university staff via all communication channels. Factors independently associated with willingness to accept the FPM were assessed using multivariable logistic regression analysis.ResultsThe mean age of the study participants was 45.5 (±10.5) years. Approximately 92.8% of study participants perceived the FPM implementation as acceptable and feasible, and 87.8% rated it as appropriate. About 92.2% of the study participants were willing to accept the FPM. In the main multivariable analysis, making 11 or more hospital visits per year was associated with lower odds of willingness to accept the FPM (AOR: 0.19, 95%CI: 0.05 - 0.76), while reporting frustration with the consultation process was associated with higher odds of willingness to accept the FPM (AOR: 8.70, 95%CI: 1.96-38.69). These associations remained in a sensitivity analysis.ConclusionThe FPM was perceived as acceptable, feasible and appropriate and willingness to accept it was high among the study participants. These findings reflect perceived attitudes and should not be interpreted as evidence of implementation readiness or actual uptake.