Archive for the ‘Social Marketing’ Category

South West: Increasing Uptake of PrEP in Under-served Groups – Local Government Association

Councils across the South West have pooled budgets to carry out research into why certain groups are not coming forward for the HIV-preventative treatment PrEP. The findings of the exercise are now being used to run a social marketing campaign which will be tailored towards those groups and individuals who are least likely to come forward to access PrEP. PrEP is a pill which prevents infection with HIV by stopping the virus from replicating.

There are more than 100,000 living with HIV with around one in 12 unaware they have it and every year there are another 4,000 new infections.

The government has set a target of zero HIV transmissions by 2030. As part of the strategy, PrEP (Pre-exposure prophylaxis) has been made freely available to those in at-risk groupsfrom sexual health services.

PrEP is a pill which prevents infection with HIV by stopping the virus from replicating.Evidence suggests it reduces the risk of HIV infection by 86% for men who have sex with men.Since October 2020, councils have been tasked with providing PrEP through their sexual health services.

According toBHIVA/BASHH guidelines, this includes:

National campaigns have been run toraise awareness of HIV prevention, including PrEP, but by far the highest rates of use have been among white men who have sex with men.But given other groups are also at risk of acquiring HIV it soon became clear information and messages about PrEP need to get out further.

The South West Sexual Health Network became aware of this trend in late 2021 and decided to do something about it.A sub-group was established with some of the lead sexual health officers across the region and UKHSA.

Torbay Public Health Specialist SarahAston, who is on the sub-group, said: It didnt help that when councils got this responsibility we were in the middle of Covid.It was not the right time to formally launch PrEP with so many other priorities. There were also anecdotal feedback that somecampaigns that were run they didnt always resonate or connect well with other populationsin the South West.

In late 2021 we began thinking about what we could do to engage more people. One of the things that became very clear was that we did not really have a clear idea of what were the barriers and reasons for people not coming forward.

To help gather evidence, Lynn PR were appointed in January 2022 to carry out research into what was holding people back with each public health director making a contribution from their public health budgets to cover the cost.

Using social media and targeted Google ads, Lynn PR reached out to the targeted populations and carried out surveysacross the region. Nearly 750 people were engaged.The findings wereshared with the networkinmid-2022. There were a number of key insights:

The findings were really interesting and provided a lot of food for thought, said MrsAston. Different groups had very different reasons for not accessing PrEP and we realised that what was needed was a very nuanced approach that would target the right groups in the right way.

It was agreed that the 15councils which are part of the South West network would pool some of the PrEP budget to pay for a social marketing campaign. Each council set aside 3% to 6% of theirinitialPrEPallocation.

Social Change, which specialises in behavioural science, has been brought in to run the campaign.The aim is to launch it in the spring and it will initially target different groups indifferent ways, based on the initial report findings.

By later winter the thinking was that the campaign for older groups will use social media channels like Facebook as well as traditional mediums such as posters and radio advertising. The campaign will be themed around famour 1980s songs with advertising clogans such as No-one put PrEP in the corner and Sweet dreams are made of PrEP.

For the younger age group, Social Change is looking at tapping into social media favoured by these age groups such as Instagram and TikTok.

MrsAstonsaid: The bottom line is that the message is going to be sex positive that looking after your sexual health should be seen as a natural part of staying healthy. To do that we have to firstly raise awareness about PrEP and tackle some of the stigma associated with it.

sarah.aston@torbay.gov.uk

Link:
South West: Increasing Uptake of PrEP in Under-served Groups - Local Government Association

Closing the gap in childhood immunisation after the pandemic – The BMJ

Two steps forward, one step back

Childhood immunisations are among the most cost effective, equitable, and successful interventions of all times. The World Health Organizations expanded programme on immunisation has ensured that routine childhood immunisations are available in every country, and vaccination is believed to save around three million lives annually.1 Eligible low and middle income countries have been supported by Gavi (the Vaccine Alliance) and Unicef to improve access to new and underused vaccines.

Vaccination coverage increased substantially between 2000 and 2019, averting about 37 million deaths globally during that period. The global coverage of DTP3 (three doses of the combined diphtheria, pertussis, and tetanus vaccine), third polio dose, and first measles dose was 84%-86% globally by 2019, and coverage of the second dose of measles vaccine increased from 42% to 71% from 2010 to 2019. Coverage of more recently recommended vaccines such as rotavirus, pneumococcal conjugate, rubella, and hepatitis B also increased.23

Vaccination coverage had plateaued before the covid-19 pandemic began in 2020, however, and cracks had appeared in the once successful implementation programme. In 2019 alone, 19.7 million children, particularly in low and middle income countries did not receive their third dose of DTP, and 70% of these had not received a single dose of DTP vaccine (zero dose children). In Africa the dropout rate between the first and third dose of DTP was estimated at 9%. Between 2010 and 2019, increasing numbers of children received no immunisationsmost of whom were in Gavi supported countries in WHOs Africa (increase from 6.1 million to 6.8 million), Western Pacific (0.9 million to 1.2 million), and Americas regions (0.5 million to 1.5 million)because of a failure to deliver services to the hardest to reach, last mile populations. As countries reached middle income levels, those previously supported by Gavi found themselves with limited access to vaccines.24

The pandemic and ensuing restrictive preventive measures exposed weaknesses in all health systems. It was deeply damaging for primary healthcare services, particularly routine immunisation programmes globally. Many countries, especially those with low or middle incomes, experienced interruptions in routine immunisation campaigns and services, restrictions in supply and access to vaccines (for example, shortages of BCG vaccine because of increased unproved use for covid-19), shortages of healthcare staff and personal protective equipment, and disruptions in access to vaccination services.

Vaccine hesitancy increased as a result of rampant misinformation on vaccine safety and development.56 All this quickly reduced vaccine demand and coverage, allowing breakthrough outbreaks. Measles outbreaks are on the rise worldwideincidence increased by 79% globally in the first two months of 2022 compared with the same time in 2021,7 and at least 21 outbreaks were reported, especially in Africa and the eastern Mediterranean.8 Global progress in polio eradication has been halted by fresh outbreaks, triggering major vaccination campaigns in Africa and elsewhere.9

Signs of falling vaccine coverage and increasing vaccine hesitancy and measles mortality existed before covid-19. Although mass vaccination campaigns have returned to pre-pandemic capabilities, they do not tackle the long term issues underlying these trends. Nonetheless, the pandemic provided an opportunity to rethink the expanded programme on immunisation. A new, improved, sustainable, and pandemic-proof routine vaccination programme can now be developed informed by the strategies implemented by countries and organisations to combat the pandemic. For example, WHOs 2030 immunisation agenda is people centred, country owned, partnership based, and guided by data, with implementation drawing on the lessons from the pandemic.10

Countries, communities, and local, international, and multilateral organisations can all do more, however. One of the lessons from Covax, the global initiative to ensure equitable and rapid access to covid-19 vaccines,11 is that it is possible to join forces, secure funding, and accelerate vaccine development. If this could be done for covid-19 vaccines, it can be done for other vaccines.

Several changes will be required to implement recovery measures and integrate covid-19 vaccination into routine immunisation. Firstly, countries should include all age groups in their routine immunisation programmes in order to reach high risk groups (elderly people, healthcare workers, people with underlying disorders) and include newer adult vaccines such as influenza and shingles. Secondly, digital health integration should be accelerated to allow effective delivery of vaccines, programme monitoring, and surveillance. Thirdly, investment should be increased to ensure a healthcare workforce that is robust in both numbers and quality of training. Fourthly, given the failure of Covax to counter national self-interest, regional manufacturing and distribution hubs for vaccines and health supplies should be created in low and middle income countries to facilitate equitable access to vaccines. And, finally, social marketing and mobilisation activities should be employed to tackle vaccine hesitancy and decreasing vaccine demand as part of routine immunisation programmes.12

See the article here:
Closing the gap in childhood immunisation after the pandemic - The BMJ

Dawn special report: Predators in the workplace – Pakistan – DAWN … – DAWN.com

Did an American NGO ignore multiple complaints of sexual harassment at its Pakistan office?

KARACHI: Dr Saima Nadeem* was in a meeting with three colleagues, all men, when she says that one of them her boss asked her an extremely offensive, sexually explicit question. While the other two men snickered, she flushed with embarrassment. According to her, this was far from an isolated incident, that she would be repeatedly called into his office and asked indecent and intolerable questions of a sexual nature.

Another doctor at the same organisation, Anisa Hasan*, in a sworn affidavit spoke of sexual innuendo and harassment at the hands of her boss. I was also threatened with a transfer to Multan due to my reluctance [to have] social contact outside the office. The transfer threat was made knowing I was a single mother and dependent on my family for child support.

This is but the tip of the iceberg in what appears to be a shocking years-long saga of workplace sexual harassment that has left a trail of shattered lives in its wake.

The alleged perpetrator is a senior executive of DKT International, an INGO headquartered in the US, and, according to at least five of its female employees in Pakistan, the companys American management showed utter indifference to their complaints.

The women claim that the former country director of DKT Pakistan, Dawar Warraich, carried out a sustained campaign of sexual harassment that began soon after he took up the position in late 2015. Three of the alleged victims have filed sworn affidavits detailing what they went through; two have sent him legal notices; and at least one has taken him to court.

They say the ordeal destroyed their mental peace and for some, led to permanent adverse effects on their personal and professional lives.

A workplace free of sexual harassment is a vital aspect of the long battle for gender parity. In a patriarchal society like Pakistan, the fear of victim-blaming and character assassination inhibits many individuals from taking action against their harassers.

Nevertheless, with increasing numbers of women joining the workforce, many are refusing to be subjected to sexist and degrading treatment at their place of employment. Each one of them who breaks the silence strikes a blow for equality.

Did an American NGO ignore multiple complaints of sexual harassment at its Pakistan office?

Protection of Women from Sexual Harassment at the Workplace Act 2010 requires every organisation to set up a three-member enquiry committee including at least one woman to investigate complaints of harassment and also provides for the establishment of ombudspersons at the federal and provincial levels to hear complaints. According to the latest annual report of the Federal Ombudsperson Secretariat for Prevention of Sexual Harassment, only 84 cases were registered from 2010 till 2013, while 398 cases were filed between 2013 and 2018. Between 2019 and 2022, however, 5,008 cases of sexual harassment were registered; a vast majority involve female victims.

"A few cases under the Act have made their way up to the high courts and even the Supreme Court, says lawyer Sara Malkani. However, implementation is still gradual and there are many organisations that dont have enquiry committees, and even when they do, we see that they arent hearing cases with the sensitivity and professionalism that is required."

In the West, particularly the US, the #MeToo movement sparked by allegations of sexual harassment and/or rape against former Hollywood mogul Harvey Weinstein who has since been convicted and sentenced to 39 years behind bars set off ripples around the globe.

That makes the conduct of an American NGO like DKT International all the more questionable. As Dr Saima put it: Was #MeToo only meant to empower American women? Do Pakistani women not deserve protection from sexual harassment? Why did DKTs head office not lift a finger to help us?

Founded in 1989, DKT International, according to its website is one of the largest private providers of family planning products in the world Five of the 10 largest contraceptive social marketing programmes in the world are DKT programmes.

DKT has offices in 24 countries across Asia, Africa and South America, with a sales presence in 60 countries. Its Pakistan programme launched in 2012 and by now has 1,200 plus health care clinics all over the country offering a range of contraceptive services.

Among DKT Internationals donors are governments, foundations and other organisations. These include, among others, the Bill & Melinda Gates Foundation; the UK governments Foreign, Commonwealth and Development Office; the United Nations Population Fund; and the Swedish International Development Agency.

How ironic then that at the Pakistan chapter of an organisation that counts women as its core clientele and where women play a critical role in providing services, multiple accusations of sexual harassment were not taken seriously by its American management. Incidentally, the complainants accusations were also backed by several of their male colleagues in emails to the DKT International head office.

When she made it clear that she would not give him what he wanted, the country director without any rationale had her transferred to Lahore. The legal notice sent on her behalf to DKT says that he was aware that our client was vulnerable as she, a self-supporting woman, had escaped Lahore with her children to keep a distance from her emotionally abusive husband. As a consequence of the vindictive transfer she lost custody of her children to her estranged spouse.

As per documents in Dawns possession, DKT International President and CEO Chris Purdy was first intimated about Mr Warraichs behaviour by email on May 3, 2016. Hadiya Rafiq*, a young woman who former colleagues described as a rising star at DKT, alleged that in late 2015 she was subjected to extremely inappropriate behaviour by Mr Warraich while on the way to an appointment. I was both shocked and frightened .

She said she reported the matter to the previous country head whom she saw as a mentor. Unfortunately, she said, the latter informed Mr Warraich, after which I found myself completely sidelined. My ideas were mocked, my work dismissed out of hand and I was constantly berated in the presence of other colleagues. I spent hours playing computer games in the months before I left. She says she never heard back from Mr Purdy.

This, say the complainants, appears to have been a pattern silence from the company CEO and a campaign of sustained bullying and intimidation by Mr Warraich, with assistance from some DKT employees. Dr Anisa in her affidavit dated Oct 25, 2021 said that on the advice of sympathetic colleagues, she tried to stay out of his way by conducting health camps outside the office but he soon began to turn up there as well.

A hostile atmosphere was created at work. On three occasions starting from February 2017, I was held against my wishes in a room where three men interrogated, shouted and bullied me for more than five hours. This was after office hours and no female was present. Mr Warraich was allegedly present on two of those occasions.

Another female doctor also claimed she was made to stay back at the office till 11.30 pm, hours after a regular workday, long after other female employees had gone. Further, it is alleged in the legal notice sent by her lawyers that Mr Warraich would enforce upon her to be dropped back home by one of her male colleagues whereas she would normally be picked up by her brother. [T]his reflected badly upon [her] reputation as she was being dropped home late at night by different men each day .

According to her, when she made it clear that she would not give him what he wanted, Mr Warraich without any rationale had her transferred to Lahore which left her no choice but to drop out of the MBA course she was pursuing in Karachi on the weekends and which she had nearly completed.

The legal notice sent on her behalf to DKT says that Mr Warraich was aware that our client was vulnerable as she, a self-supporting woman, had escaped Lahore with her children to keep a distance from her emotionally abusive husband. As a consequence of the vindictive transfer she lost custody of her children to her estranged spouse who belongs to an influential family. During that forced posting that lasted three years, she says she was given no work, received no increments or promotions, rendering her career stagnant.

According to the complainants, Mr Warraichs campaign of persecution did not stop even after the women, having found no other recourse, left DKT to work elsewhere. Consider Dr Anisas case. In April 2017, after she joined Marie Stopes, another reproductive health INGO. During her probation period, she was informed by its management that they had received a written complaint from DKT saying she had been terminated from DKT due to corruption. She was asked to resign from her new job.

I sent an email and several reminders to Mr Dawar asking him to clarify his position in writing to MSS but he never bothered to reply. His HR denied writing such a letter but refused to put this in writing . It was ALSO made public by innuendo and verbal means that I was corrupt. I wrote to DKT International [on May 1, 2017] but received no reply. I took my case to HRCP but then did not pursue that further as I was made aware that to do so meant vilification and career ruin in future too.

As a single mother I could not afford this. Ultimately, because she could not get the required clearance from DKT, Marie Stopes did not retain her. The ordeal has taken an enormous toll on Dr Anisas mental health, say former colleagues. According to one of them, She was an extremely confident woman, but when I met her recently I was shocked to see her reduced to a shadow of her former self.

In response to Dawns questions, DKT International President and CEO Purdy stated: DKT strongly denies the allegations levelled by various persons and has yet to see any concrete evidence to support them. He said it is incorrect to suggest that no inquiry or investigation took place and that DKTs internal auditor reached out and made himself available to the complainants but none of them came forward and no evidence was provided.

As per the complainants, no internal auditor made any effort to contact them. (One of them told Dawn, Ive never even heard of such an individual.) This appears to be corroborated by the executive who succeeded Mr Warraich as country director. His email response to Dawn appears later in this report.

Dawn also wrote back to Mr Purdy to ask for evidence that the internal auditor had reached out and made himself available to the complainants, but received no response.

The case of Dr Maheen Bashir* is somewhat different. She was not a DKT employee, but was working at Marie Stopes when she says Mr Warraich contacted her about a vacancy at a senior position at DKT and set up a meeting with her. As per the legal notice sent by Dr Maheens lawyers, during the interview on Dec 23, 2019, she became aware Mr Warraich was, without any shame and absolutely without consent, recording a video of our client.

Mr Warraich then asked her to accompany him to the conference room to meet with other team members. Here a most peculiar incident allegedly took place. When one of the female staff members said she had a stomach ache, Mr Warraich blatantly asked whether she was going through her menstrual cycle, and then continued on by rubbing her shoulders and back, and then [telling Dr Maheen that] the said female employee has a problematic cycle and suffers a lot.

She told Dawn: I thought Id had a really narrow escape. I felt there was something seriously wrong in that environment. Disturbed by what she had experienced, Dr Maheen turned down the DKT job offer. Soon however, she found herself being disregarded from tasks and activities at Marie Stopes and her management stopped sharing financial details/ plans with her, which was previously shared with [her] and was imperative for her role .

When she inquired about the change in attitude, she was informed by her management that Mr Warraich had called some of her colleagues and said to the effect that she had allegedly made promises to him about disclosing confidential information about Marie Stopes and that she would be leaving Marie Stopes to work for him soon.

She said the unsubstantiated rumours made her work environment so difficult that she couldnt work there any longer, and as a result suffered a reputational loss that compromised her career prospects. Despite contacting DKT Pakistans HR department multiple times and submitting a detailed account of the alleged harassment she had suffered, Dr Maheen said she got no response.

In an email conversation with Dawn, Mr Warraich stated: I strongly deny [these allegations] as being false, fabricated, concocted, vague and baseless and pursued with ulterior motives to defame me and harm DKT. I have never sexually harassed anyone nor engaged in any sort of campaign of persecution and intimidation against the complainants. Such claims are incorrect and preposterous.

Asked why a three-member inquiry committee was not set up to look into the complaints, as per the law, Mr Warraich claimed: [O]ne complainant had emailed DKTs head office in Washington, D.C., USA in May 2016 after leaving the organisation The other complainants never lodged any claims of harassment against me while I was Country Director of DKT Pakistan having left the post in May 2021.

However, Mr Purdys own email to Dawn appears to contradict this claim. He wrote: [I]n 2016 and 2017, the DKT Washington DC offices received whistleblower emails alleging harassment and bullying in the DKT Pakistan offices.

The complainant who emailed DKTs head office in May 2016 was Ms Rafiq mentioned earlier in this report. While it is true that she had left the company by then, Ms Rafiq had also approached a female senior manager, Saleha Asim*, with her complaint towards the end of 2015 while she was still employed there and Mr Warraich was the country manager.

Aside from Ms Rafiq, another female employee separately approached Ms Asim around the same time with complaints of sexual harassment against Mr Warraich.

Ms Asim asked the human resources manager to set up an enquiry committee to look into their allegations. (DKT Pakistan did not have such a committee, which was a legal requirement.) When Dawn reached out to her, Ms Asim confirmed this. She added: After the second incident report, I informed Mr Chris Purdy as the matter pertained to the country director. Within days I found myself sidelined and my work virtually disappeared. My team was told not to report to me. I left the organisation about eight weeks later of my own accord .

Both Mr Purdy and Mr Warraich told Dawn that Ms Asim resigned on account of performance issues; they alleged that this precipitated a smear campaign against DKT.

Mr Purdy added: She left very disgruntled. However, when this paper reached out to Ms Asim, who resigned from DKT in early 2016, she said: I have always been a convenient scapegoat but my performance appraisal done two months before Dawar became country head and the increased salary paid directly to me by DKT International should debunk any doubts about my performance.

Ms Asim also shared the contents of an email she said was written by Mr Purdy in 2022 to her prospective employer which read as follows: I am pleased to reach out to you to assure you that [Ms Asims] departure from DKT Pakistan had nothing to do with any issues related to her personal or professional integrity .

Ms Malkani, the lawyer Dawn spoke with said: There are often witnesses who can testify they were informed by the complainant of this incident soon after it took place and their statement has some evidentiary value. There could also be witnesses who could say that the accused person [also] harassed them previously or harassed other people in the workplace, so they can also come forward as character witnesses.

According to some of the complainants, DKTs acts of omission and commission rendered them even more vulnerable. They alleged that not only did Mr Purdy turn a deaf ear to their complaints but that Mr Warraich, the alleged perpetrator, was informed about the content of their emails without being made to answer for his actions.

Dr Saima says: Soon after wed written, I and [another alleged victim] happened to pass Dawar on the stairs. He stopped us, and said wed be sorry wed sent those emails. How else would he have known if Mr Purdy had not forwarded our emails to him? (While Dr Saima had ccd a male colleague on the email, her colleague had written to Mr Purdy alone.) According to the Code of Conduct in the legislation on sexual harassment, The alleged accused will be approached with the intention of resolving the matter in a confidential manner.

Mr Purdy did not address the question Dawn asked as to whether he had forwarded the complainants confidential emails to Mr Dawar.

DKT Pakistans code of conduct, available on its website, spells out a strict policy against harassment. It reads: DKT Pakistan follows a zero-tolerance policy regarding discrimination, bullying, harassment, sexual exploitation & abuse. All employees have an obligation to report any form of discrimination, harassment or exploitation against her/him, another employee .

According to the code of conduct, in the event that a complaint of this nature is confirmed, the perpetrator could find himself fired. The company further claims that its zero tolerance policy follows the minimum standards as those outlined in the Government of Pakistans The Protection against Harassment of Women at the Workplace Act 2010.

To gauge how well the DKTs zero tolerance policy works in practice, consider how the afore-mentioned Act defines harassment. According to the law, harassment is any unwelcome sexual advance, request for sexual favours or other verbal or written communication or physical conduct of a sexual nature or sexually demeaning attitudes, causing interference with work performance or creating an intimidating, hostile or offensive work environment, or the attempt to punish the complainant for refusal to comply to such a request or is made a condition for employment.

According to one of the women Dawn spoke with, the campaign of vindictiveness that Mr Warraich allegedly waged left the victims so frightened that they only raised their heads above the parapet after he was given another international posting as country manager.

On June 11, 2021, Dr Saima emailed the incoming Pakistan country manager, Justin Main Thompson and attached two earlier emails written by male colleagues at DKT that corroborated the allegations of sexual harassment.

Mr Thompson wrote back to say: Thank you for bringing these to my attention. DKT International takes all such allegations extremely seriously, and I have forwarded these to our head office in Washington D.C. . The emails were forwarded to Mr Purdy and HR director Michele Thorburn, but again, says Dr Saima, there was a deafening silence.

When Dawn emailed Mr Thompson who no longer works for DKT he said he was assured by Chris [Purdy] that these issues had been investigated and the matter was closed. [Mr Warraich] had been investigated by David Negus (at that stage an auditor for DKT) in Pakistan. I spoke to Negus who admitted [that no alleged victims] had been interviewed by him throughout the investigations.

As per Section 4 of the sexual harassment law, the inquiry committee shall within three days of receipt of a written complaint enquire into the charge and may examine such oral or documentary evidence in support of the charge or in defence of the accused as the Committee may consider necessary.

During this period, the committee shall communicate the charges to the accused in writing, who will then be required to submit a written defence within seven days. Moreover, the committee shall submit its findings and recommendations to the competent authority within 30 days of the initiation of inquiry.

However, DKT International continued to ignore the womens sworn affidavits as well as the two legal notices sent on June 25, 2022 years after the initial complaints were made. It was only after a human rights activist contacted the UK governments Foreign Commonwealth & Development Office to inform them of the alleged sexual harassment, and the FCDO asked DKT Pakistan to carry out an independent review was there any response.

On Nov 2, 2022, the two complainants who had sent legal notices to Mr Warraich received a letter from Supreme Court advocate Rukhsana Ahmad. She wrote she had been commissioned by DKT International and DKT Pakistan to conduct an external independent third-party investigation on their behalf to verify the veracity of the allegations of harassment .. The letter asked them join the investigation and inquiry and record their evidence before Ms Ahmad within 15 days.

However, Dr Saima has instead pinned her hopes for justice on the civil suit she filed in October 2022 at the Sindh High Court. According to her lawyer, Syed Ali Hyder, My client apprehended a one-sided biased enquiry. This belief was further reinforced by the fact that such action was only initiated after our client filed the civil suit seeking inter alia damages.

In his email to Dawn, Mr Purdy said that Ms Ahmads independent review concluded in January 2023 with a detailed report running into hundreds of pages. After carefully scrutinising the voluminous record, the investigator did not find merit in the complaints.

While referring to the lawsuit, Mr Warraich has claimed that Dr Saima has avoided to proceed with the said case to date, which is a matter of court and public record.

On the contrary, Dr Saimas lawyer shared the copy of an application he filed on Feb 2, 2023 for urgent hearing of the case. The case has only come up for hearing four times [and] we have been there on each and every date.

*Victims names and some identifying details have been changed.

Published in Dawn, March 22nd, 2023

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Dawn special report: Predators in the workplace - Pakistan - DAWN ... - DAWN.com

How to Build a Million-Dollar Social Media Agency

Opinions expressed by Entrepreneur contributors are their own.

Every time I speak to entrepreneurs and brands, they always seem to complain about a lack of reliable and skilled social media managers. A quick glance at your social media feed will show you how even 8- and 9-figure companies are lost when it comes to posting online.

This is why, if you have a Wi-Fi connection, a phone, and you know how to write and schedule a few Instagram posts, you could easily replace your current 9-5 job with something that allows you to work from anywhere, whenever you want.

Related: 12 Tips and Tools for Managing Multiple Social-Media Accounts

The first thing you should do is create a portfolio that shows potential clients your skills when it comes to managing social media accounts.

If you don't have any experience yet, you could reach out to friends or family members who have a social media account and ask them if you can manage it for them for free. You only need to do this for three months to have a substantial portfolio that will put you ahead of anyone who has a degree in communication, social media management or marketing but no practical experience.

Another way to build a portfolio is to apply for beginner paid gigs. The best platforms to do this are Upwork or Fiverr. Sure, the pay might not be the best in terms of compensation, but you'd be building a portfolio in no time and get testimonials that you can use once you start approaching bigger clients.

Once you have gained some experience managing social media accounts, it's time to attract clients that can pay you $500-2000 a month to manage their accounts.

Here, most aspiring social media managers will usually resort to cold emailing or cold calling to find potential prospects and initiate a conversation. And while this approach might work for some, it puts you in a weaker position and makes negotiating a higher rate more difficult.

That's because, when it comes to negotiating, you always want to come from a place of authority. Contacting a client that has never heard of you can work if you're already an established figure. But if you're just a beginner, it will just show that you're desperate to work.

So, what's a better approach to finding those clients that pay you premium fees?

Related: How This 18-Year-Old High School Student Built a 6-Figure Social Media Consulting Business

One way is to keep using platforms like Upwork and Fiverr. If you started there, it'll be easier to keep searching for clients there, as you'd have collected good reviews and will have built a reputation as a trustworthy professional.

But a better way is to post on social media platforms to build your authority. This has two advantages. First, it will show potential clients that you aren't just claiming you can manage a social media account. You are practicing it, which is the strongest form of social proof you can have. Second, it will help you attract potential clients that will see you as an expert in your field and will happily pay you your fee without any hassle.

Once you have attracted four to five clients this way, it's time to turn them into repeat customers. The simplest way to do it is to overdeliver so much that they'd be crazy to not continue working with you. If you do so, you simply need to create an offer to manage their social media accounts that can last between three to nine months that gives you some predictable revenue.

The goal when working with a client on a retainer basis is to keep communications tight and constantly remind them of the wins you are providing them (like increasing their followers or monetizing their platforms). Doing so will also help you routinely raise your rates without losing too many clients and can even make those clients refer you for more work.

On top of maintaining good relationships with your existing clients, you should still actively search for new clients by posting on your pages (or using other lead-generation methods). This will put you in a stronger position when it comes to raising your rates or negotiating different packages.

Still, there is always a cap on how much money you can make working 1-1 with a client. This is why every smart social media agency will eventually package the solutions, frameworks, templates and any other assets they use with their clients in a format that can be sold to many people at the same time.

Related: 6 Tips to Start Your Million-Dollar Business From Scratch

If your clients all share the same struggles, and you have a solution for it, you can easily turn that into an ebook, a video course or anything else that can be sold digitally. This will allow you to break through the freelance income barrier and scale to a million dollars a year.

It might take some time to get there, but these are the steps that 99% of successful social media agencies have followed. The earlier you begin building your social media agency, the sooner you will reap the benefits.

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How to Build a Million-Dollar Social Media Agency

The Analytics Show Explores Game-Changing Role of Generative AI in Social Media Marketing Through an Interview – EIN News

The Analytics Show Explores Game-Changing Role of Generative AI in Social Media Marketing Through an Interview  EIN News

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The Analytics Show Explores Game-Changing Role of Generative AI in Social Media Marketing Through an Interview - EIN News