Features
The creation of an African ‘bloodstream’: Malaria control during the Hitler War, 1942–1945 (Part 3)
Until 1942, Allied medics had distributed a daily dosage of five grains of quinine to all army personnel, but when supplies ran low, they experimented with synthesised versions of the drug. They tested two prototypes: quinacrine (reverse-engineered by Sterling Winthrop Co. from a captured German I. G. Farben product in 1941) and mepacrine (synthesised by Imperial Chemical Industries in 1939). British Army experiments showed that quinacrine was a superior antimalarial because it had few side effects, but mepacrine was in greater supply, so the Allied doctors in Accra settled on a daily dose of the latter by mid-1943. The White soldiers disliked mepacrine because it caused a yellowish pigmentation on their skin, but they were forced to take it every morning with their breakfast. African soldiers were required to take the drug too, but use of chemical prophylaxes stopped there. Despite the belief that the residents of Accra formed a reservoir for the disease, the Allies never considered offering malaria prophylaxes to their civilian employees or to the broader African community.
At the start of the campaign, the Allies hoped that chemical insecticides might help them avoid the expense of reengineering the Korle watershed. The Americans were especially interested in using a silver-bullet approach to control the local mosquito population because they did not want to fund infrastructure projects that they would have to abandon after the war. In April 1942, the US Army began spraying the larvicide Paris green on open water surrounding the barracks, and trucked pyrethrum aerosol bombs into British camps to clear the buildings of mosquitoes. They proceeded to spray all houses within a one-mile radius of the airport, three times a week. In 1944, when adequate supplies became available, they switched to spraying with dichlorodiphenyltrichloroethane (DDT), and by the end of the year, they were spraying all villages within an eight-mile radius of their camps, including the Accra city centre. Because DDT was not considered toxic to humans, the Malaria Control Group believed it was safe to disperse the chemical into water supplies. By 1944, the Allies commissioned a Piper J-3 cub to aerial spray the Korle, Kpeshi, and Klotey Lagoons, as well as partially spraying at the Sakumo Lagoon, several kilometres to the west of the city.
The spraying campaigns of 1942–45 were conducted at great expense in labour and materiel. For instance, during a three-month surge to eliminate the presence of mosquitoes and mosquito larvae at the airport in 1944, the Americans sprayed more than 1,000 pounds of Paris green, 2,000 pounds of pyrethrum, and 500 pounds of DDT, and they still found larvae in some of the streams leading into the lagoon. Major Macdonald had always believed that it would be cost effective to take the time to build drainage systems that would confine water to ditches and ponds, where smaller amounts of insecticides could be used, and as the war dragged on, the Americans too began to see the necessity of longer-term planning. In 1944, Allied engineers mapped out a pesticide spraying zone, re-dredged the sea outfall, and employed African crew to clear ditches and streams all the way up the Korle watershed. The Royal Army Medical Services followed up by spraying and oiling the waterways on a regular basis, a method that reduced the amount of pesticides used.
While the drainage scheme proceeded, Lt. Ribbands built his aforementioned Malaria Field Laboratory and began by collecting data about mosquito populations in the army camps. An expert on Anopheles gambiae, Lt. Ribbands had already researched the flight and biting habits of mosquitoes through a variety of experiments in India and West Africa, and his first step was to replicate a study that he had conducted in Sierra Leone, collecting mosquitoes from the Gold Coast Regiment barracks. The mosquito crew spread sheets on the floors of the tents and sprayed the air with pyrethrum or DDT to kill any insects inside. Afterward, Lt. Ribbands hired local men to pick up the mosquitoes and take them to a central laboratory at the airport for identification.
Lt. Ribbands and the malariologists expected to eliminate the mosquitoes around the Allied army barracks, but when he analysed the early results, he realised that the health of soldiers was still compromised by the in-flight of mosquitoes from nearby villages. According to the Allied records, the fear of contagion spurred the Malaria Control Group to relocate the villagers outside the airport to a newly conceived one-mile sanitary cordon. If this is true, then the Allies had extended the supposed flight range of a mosquito from one-quarter of a mile to a full mile and relocated the people of nearby Nima and Kanda because they had become “reservoirs of disease.” But though there are brief references to the planned evacuation of these nearby villages, no particular records demonstrate that a forced removal took place. If the evacuations did occur, they would have entailed the movement of hundreds of people (mostly Muslim newcomers to the city) by truck, as well as extensive documentation of claims for property. The lack of a paper trail raises the question of whether the residents of the villages were in fact relocated, but whether they were moved or not, a new spatial reckoning of Accra had been created because of the threat posed by infected mosquitoes.
Once he had established a cordon around the periphery of Korle Lagoon, Lt. Ribbands began to track the movements of Anopheles gambiae using his network of mosquito sheds. Built by African labourers in the employ of the British Army, the traps were single-room, timber-frame structures covered with screens and tar paper and fitted with baffles to let mosquitoes in at night. Ribbands modelled his traps on a prototype developed by American entomologist E. H. Magoon, but with a substantial difference: during his research in Jamaica, Magoon used only horses and mules to attract mosquitoes. Lt. Ribbands preferred human bait. Since he was largely concerned with studying the attraction of mosquitoes to White soldiers, it would have been logical to assign an American or British soldier to live in the traps, but the Allies were shorthanded, and Lt. Ribbands did not want to risk Allied airmen catching malaria. As a compromise, he hired African workers to sleep in the traps: “Africans selected as bait were chiefly men from the Northern Territories of the Gold Coast. They were chosen because most of them were homeless and it was felt that they would welcome the fine shelters provided by the mosquito traps, however, only those who could speak a few words of English were hired because they had to be able to understand the simple instructions. That the traps were home to these men was soon obvious when it was seen that they preferred to remain in the vicinity even during the daytime when they were not working.”
The choice of migrant workers as human bait is not surprising. These men go unnamed in the military records, but they were likely drawn from the same pool of immigrants recruited by the Gold Coast Medical Department as so-called volunteers in experiments at the Accra Laboratory during outbreaks of yellow fever and relapsing fever. But if they were homeless, as Ribbands suggested, it probably did not mean that they had nowhere to sleep. Newcomers to Accra usually were able to find a bed, even if that meant crowding in with their fellow migrants. And even if they did lack permanent residences, it is difficult to believe that they considered the traps desirable places to sleep. The sheds were small, filled with bugs, and lacking the benefit of the slightest breeze to cool the skin. It is also implausible that they thought of the traps as homes, considering that they were located in wooded areas and did not have locks to secure the doors. Moreover, the sheds were spread around a perimeter of several kilometres, and Lt. Ribbands rotated the men through the network of sheds at weekly intervals.
The military records also show that the hired bait did not always follow the rules. The men were required to stay in their sheds from sunset to sunrise. When they awoke, they were to leave the traps, carefully closing the baffles to catch the mosquitoes inside as they left, so that the spraying crew could lay down a tarpaulin, spray the sheds, and collect the insects. To monitor the sleeping patterns, Lt. Ribbands sent soldiers around the perimeter to ensure that the men serving as bait were actually sleeping in the traps and to prevent a reported “tendency to sit outside the trap at night”— an indication that the Africans who took part in the Malaria Control Group studies were not always willing and forthright participants. Though there is no record of outright resistance, the migrants did take measures to avoid mosquito bites and preserve their dignity.
[This piece is culled from a bookauthored by Jonathan Roberts, titled:Sharing the burden of sickness: A historyof healing and medicine in Accra]
Features
… Steps to handle conflict at work-Part 1
Conflict at work is more common than you might think. According to 2022 research by The Myers-Briggs Company, more than a third of the workforce reports dealing with conflict often, very often, or all the time in the workplace. The same report found that managers spend an average of four hours per week dealing with conflict, and nearly 25 per cent of people think their managers handle conflict poorly or very poorly.
Addressing a dispute might feel tense or awkward, but resolving the conflict is typically well worth it in the long run. Whether you’re trying to mediate conflict between colleagues or are directly involved, here are seven steps you can take to manage workplace conflict.
1. Don’t put it off
Facing conflict head-on is hard. However, waiting too long to address it can negatively impact your emotional well-being, focus, and the entire office environment. If you’re feeling angry, letting that emotion fester can also escalate it over time. This can make you less responsive to other points of view and make it harder to resolve the issue.
The sooner you can address the conflict, the better it will be for you, the person you disagree with, and your entire team.
2. Learn all you can about the problem
It’s important to determine the type of conflict you’re dealing with. Begin by considering the cause of the conflict. For example, ask yourself whether someone said something that upset you or if you have emotions of anger and resentment that stemmed from something that happened.
Then try to identify if it’s a task, relationship, value, or team conflict. Once you know what type of conflict it is, you can work to resolve it with specific tactics for that situation.
If you skip this step, you may waste time or escalate the situation further by trying to address issues irrelevant to the real conflict.
3. Actively listen
Listen attentively when people share their side of the story. Active listening is one of the most valuable professional skills you can possess. This type of listening involves not only hearing what the other person is saying but also listening to understand their point of view.
No matter your role in conflict, it’s easy to begin sharing your opinion with little regard for the other people involved. However, it’s important to learn about all sides of a disagreement to make well-informed decisions before drawing conclusions.
To reach a resolution, you must step back and prioritize listening over talking. Ultimately, that will encourage the other person to do the same when it’s your turn to speak. –source: betterup.com
Features
Temple Of Praise (TOP) Church in Finland

Today, I focus on the Temple Of Praise Ministries International (TOP Church) in Helsinki, as I continue my description of personalities or institutions and their accomplishments as members of the Ghanaian Diaspora in Finland.
The TOP Church in Finland has seen significant strides and accomplishments that must be made known to the public. 


Some history
The Church was established in Finland in September 2016. Since its inception, it has steadily grown both spiritually and numerically, by the grace of God, as disclosed to me by Mr Matthew Anini Twumasi, the Presiding Elder of TOP’s branch in Finland. The TOP Church has other branches across Africa, Europe, and America.
The Church in Finland was founded with a vision to create a welcoming and dynamic community where people could experience God’s love and grace (see, www.topchurchfinland.org). According to Presiding Elder Matthew, the TOP Church operates within a unique environment where Christianity coexists with what is seen as a largely secular society.
Despite this, he submits, there are significant opportunities for outreach, unity, and demonstrating the love of Christ through service and community engagement.
Activities
Church services at the TOP Church are typically held on Sundays for the main worship. In addition, there are mid-week prayer sessions, Saturday prayer services, and a half-night service held on the last Friday of every month. “We also organise quarterly programs”, Elder Matthew added.
His impression of the Church so far has been positive. “It is a vibrant and welcoming community where members are committed to worship, fellowship, and supporting one another in faith”, he stated.
In sum, Elder Matthew said the Church continues to grow by God’s grace. “We remain hopeful and committed to spreading the Gospel, strengthening the faith of our members, and making a positive impact in society”, he continued.
Achievements
The TOP Church has a number of achievements and achievements. Some of the strengths include strong community bonds, cultural diversity, and deep commitment to spiritual growth.
I also remember that during the COVID-19 period, I heard that the TOP Church was one such bodies that hugely supported its members and others to cope with the situation.
According to Elder Matthew, the challenges facing the church include “adapting to cultural differences, engaging the younger generation, expanding outreach in a secular society, and securing a permanent place of worship”.
Role in the Ghanaian community in Finland
The TOP Church plays a prominent role as a religious group that serves Ghanaian migrants and others in the Finnish society.
Thus, the TOP Church is a religious body for Ghanaian migrants in Finland and other nationalities who want to worship with them for diversity and better intercultural and multicultural understanding.
The Church also has mechanisms in place to support its members who are bereaved as a way to commiserate with them in times of death and funerals.
The Ghanaian community has played a vital role in the growth of the Church. Their strong sense of fellowship, dedication to worship, and active participation have helped build a solid foundation and attract others to the ministry, according to Elder Matthew.
Integration
By its activities, the TOP Church is helping to ensure integration of its members well into the Finish society.
This is important since social interaction and citizens’ well-being are an important part of the integration process.
The role of migrant associations and groups such as TOP Church acting as bridge-builders for the integration and inclusion of migrants through participation in the decision making process and by acting as a representative voice is highly appreciated in Finland. Thank you!
GHANA MATTERS column appears fortnightly. Written in simple, layman’s terms, it concentrates on matters about Ghana and beyond. It focuses on everyday life issues relating to the social, cultural, economic, religious, political, health, sports, youth, gender, etc. It strives to remind us all that Ghana comes first. The column also takes a candid look at the meanings and repercussions of our actions, especially those things we take for granted or even ignore. There are key Ghanaian values we should uphold rather than disregard with impunity. We should not overlook the obvious. We need to search for the hidden or deeply embedded values and try to project them.
With Dr Perpetual Crentsil




