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American Journal of Health Promotion Announces New Fabricator-in-Chief — Paul Terry

Paul Terry, formerly of Staywell and the Health Enhancement Research Organization, has just been appointed the new editor of the wellness industry trade publication, the American Journal of Health Promotion.  He replaces Michael “Let’s Charge Employees Insurance by the Pound” O’Donnell in that role.

Mr. Terry brings exactly the type of expertise to this job that AJHP readers have come to expect, in that very few people can claim to surpass Mr. Terry’s ability to fabricate outcomes.

I first became familiar with Mr. Terry’s work when Staywell claimed mathematically impossible savings for British Petroleum’s pry-poke-and-prod wellness program, which I dutifully reported on The Health Care Blog in the posting: “BP’s Wellness Program is Spewing Invalidity.” Staywell, as a preferred vendor of Mercer, was able to “convince” Mercer to fabricate savings, when their client, BP, asked for an evaluation.  Staywell pretended to have saved almost $20,000 for every risk factor reduced among active participants (meaning dropouts and nonparticipants’ failures aren’t counted).

This was quite a feat considering that the average employee only spent about $5000 during the year in which this analysis was conducted. And of course only a tiny percentage of healthcare costs in the short term are attributable to risk factor reduction anyway. (Staywell was offered the opportunity to rebut, and didn’t.)

But the smoking gun here was that Mr. Terry apparently forgot that Staywell itself only claimed to be able to save $129/risk factor reduced. Magnanimous guy that I am, I was kind enough to point out that integrity chasm for him in the article.

Most people, when they are caught fabricating data, try to deny it. But Paul Terry brags about it.   In case you haven’t already done so, take a looksee at his defamatory letter to the media that he sent, along with his cronies Ron Goetzel and Seth Serxner. He insists that they made up the data I reviewed — meaning his best argument against me is that I didn’t realize he was lying. If we take him to court, he could argue that the judge should apply the legal standard for negligence — that I “knew or should have known” their data was fabricated, because all their data is fabricated.

Although ironically it turns out the data they insisted was fabricated was, this time, legitimate — meaning that he was making up his claim that HERO had made up the data. That’s a topic for another blog.  Suffice it to say that, in the immortal words of the great philosopher LL Cool J, he lied about the lies he lied about.

Most importantly, if you read the letter he wrote, you’ll see that another of his arguments is that when calculating ROI, you should not compare costs to savings.  And a good thing because comparing costs to savings, and other feats of arithmetic, would be the wellness industry’s second-worst nightmare (next to facts).

Refusing to acknowledge the existence of basic arithmetic makes Mr. Terry a perfect choice to be editor of the wellness industry trade publication.


Why do employee wellness industry leaders hate employees so much?

I would like to express my gratitude to the editor of the American Journal of Health Promotion, Michael O’Donnell.  He recently decreed that “despite common lore, I am not an idiot.”  Coming from a man brilliant enough to singlehandedly create entire alternative universes of arithmetic and statistics, “not an idiot” is mighty praise indeed.


I’m unsure exactly what “common lore” he is disputing, unless he means that the Phi Beta Kappa committee at Harvard also thinks I am an idiot, relatively speaking, because they snubbed me until I was a senior.

I will return the compliment.  Michael O’Donnell is not an idiot either.  Quite the contrary, he and his Koop Committee buddies knew exactly what they are doing when they gave their friends at Wellsteps awards for harming employees.  Bottom line is, these people simply hate employees, and happily throw them under the bus whenever it’s profitable to do so. While Boise is a great example, Penn State still reigns supreme.

While we could write a post about almost any member of that Committee, this post focuses only on one member, Mr. O’Donnell.  Still, it’s hard to dislike the man given all the kudos he throws my way. For instance, in addition to not being an idiot, I am also praised above as: “close to being accurate.” Since we disagree on everything, he is therefore acknowledging that he himself is many light-years from accurate — as Wellsteps and every other Koop award demonstrates.

Michael O’Donnell’s Anti-Employee Jihad

Michael O’Donnell also said, as you can see above, that I am not a “misanthrope.”  However, in this case, I can’t return the compliment.  His new editorial is a misanthropic anti-employee jihad.  First, he says prospective new hires should be subjected to an intrusive physical exam, and hired only if they are in good shape.  OK, not every single prospective new hire — only those applying for “blue collar jobs or jobs that require excessive walking, standing, or even sitting.”   Hence he would waive the physical exam requirement for mattress-tester, prostitute, or Koop Committee member, because those jobs require only excessive lying.

Second, he would fine people for not meeting “outcomes standards.” In an accompanying document, he defines those “outcomes standards.” He specifies fining people who have high BMIs, blood pressure, glucose, or cholesterol.

Finally, he wouldn’t hire smokers at all, because they are so unworthy and untalented. Meaning Humphrey Bogart never should have been cast in Casablanca.  Ernest Hemingway and George Orwell should have piled up rejection letters. Roger Maris should get his asterisk back.*  Rihanna, Simon Cowell, Adele, Brad Pitt, Obama, Churchill, Einstein. Sinatra, Twain, Kidman.  Sheesh!  I agree with you, Michael. What a bunch of losers.

And thank goodness Watson didn’t smoke or Moriarty would likely still be at large.


A Unique Way to Charge Employees for Health Insurance: By the Pound

Almost every nonsmoker would be caught in his dragnet too, as he would “set the standard for BMI at the level where medical costs are lowest.”  Since people with very low BMIs incur higher costs than people with middling BMIs, Mr. O’Donnell would fine not only people who weigh more than his ideal, but also employees with anorexia.

If employees didn’t already have an eating disorder, what better way of giving them one — and hence extracting more penalties from them — than to levy fines based on their weight?  Hopefully, he would allow people with wasting diseases like cancer to appeal their fines.

Employees above his ideal weight would pay per pound, sort of like they were ordering lobster or mailing packages.

Yes, I have a hard time believing anyone would disdain employees that much too, so here is the screenshot:


He claims that all these fines will “enhance morale” for employees, whether they like it or not.

How would Michael defend his anti-employee jihad?

The Wellness Ignorati don’t engage with me, for obvious reasons given their self-immolating comments when they do. So I’ll provide his rebuttal. It would be, as he said in the first screenshot above, that I am once again “creating controversy where it does not exist.”  Clearly, his editorial and white paper are mainstream, and I’m just causing trouble again for no reason.

Michael wonders why, in his own words (echoed by Ron Goetzel), 90% to 95% of wellness programs fail.  He says it’s because employers don’t spend remotely enough money on them. He recommends up to $300/employee/year…and what better way to reach that spending target than to make them go to the doctor, and set up expensive weigh-ins, inspections and fining procedures?

While Michael O’Donnell may not be an idiot, I’m not sure I could say the same about any CEO who takes his advice.

*Maris should get his asterisk back because, as a smoker, he still holds the record for “Most home runs by a player who never should have made the team.”

Hey, How Come Wellness Needs an ROI But Real Healthcare Doesn’t?

Now that the myth that there is any ROI in wellness is thoroughly both debunked and also even acknowledged by the wellness industry, vendors often fall back on the “argument” that nothing else in healthcare needs an ROI.  Why should workplace wellness be singled out?  The editor of the American Journal of Health Promotion, Michael O’Donnell, even asked: “Who cares about an ROI anyway?”

The answer to Michael’s question?  Everyone should care. And everyone should insist on an ROI from wellness, for three distinct reasons.  Each reason is sufficient on its own.  So even if there were a fallacy in two of the reasons (and there isn’t), the remaining reason would still be definitive.

First, consider an employee with appendicitis. You don’t calculate an ROI. You call an ambulance. But suppose a vendor says to you: “If an employee’s appendix bursts, the cost could be $100,000.  So we propose taking out everyone’s appendix preventively.”

You’d ask:  “What’s the rate of burst appendixes and how much do appendectomies cost?”  While that’s an extreme example (and we didn’t mean to give these people any ideas), this is basically the calculation you should make when vendors propose screens. Here’s how to do the calculation. You’ll be shocked at how much it costs to avoid even one event by screening everyone.

Second, wellness is the only thing in healthcare that employees are forced to do, subject to a financial forfeiture of penalties or lost incentives.  Other activities which people are penalized for not doing include: wearing helmets/life jackets/seat belts and getting kids vaccinated.  In each case, the clinical evidence/science overwhelms considerations of personal choice.  (Even then, in some states personal choice still rules.)

By contrast, the only thing that’s overwhelming about wellness evidence/science is how overwhelmingly the evidence eviscerates wellness, which of course is what this site is all about.  Unfortunately, wellness vendors don’t understand evidence — or for that matter healthcare itself. Many vendors have no knowledge of basics like clinical guidelines, or even arithmetic.  One wonders how they can do their jobs as wellness vendors without understanding healthcare. And that brings us to the third reason that wellness (unlike healthcare) needs an ROI, which is…

Wellness isn’t healthcare.  Quite literally every other provider of physical healthcare–from heart surgeons to  acupuncturists–needs to train, pass a test, get a license, take continuing education, and be subject to review by an oversight board.  Not wellness vendors.  You can become a wellness vendor for $67,000. “Up to” eight days of classroom and on-the-job-training are also included in that $67,000.  (To put that in perspective, Four Seasons housekeepers get ten days of training.) The vendor that offers these franchises, Star Wellness, brags about how no healthcare background is needed to be a wellness vendor. A background in “sales or municipal administration” is perfectly sufficient.

So if you’re wondering why wellness vendors know so little about wellness, there’s your answer:  they aren’t required to know anything about wellness. Knowing just a little exceeds the minimum requirement.

Quizzify Q in B and W

Quizzify does have an ROI…and it’s guaranteed.

To conclude, here is our advice to workplace wellness vendors trying to justify what popular healthcare blogger Paul Levy calls the “wellness tax“: shut up and just be happy you still get to collect it, and that the authorities haven’t shut you down. (A doctor doing all this overscreening and billing for it would have been shut down.)

Don’t try to justify your hyperdiagnostic jihad on the basis of ROI or any other purpose other than enriching your bank accounts. Every time you try, you provide yet another reason why whatever college gave you a degree in anything other than advanced idiocy should lose its accreditation.

American Journal of Health Promotion Admits Massive Wellness Losses

RAND’s Soeren Mattke said it best:

The industry went in with promises of 3-to-1 and 6-to-1 ROIs based on health care savings alone.  Then research came out that said that’s not true.  They said, “Fine, we are cost-neutral.” Now research says:  “Maybe not even cost-neutral.”  So they say:  “It’s really about productivity, which we can’t really measure, but it’s an enormous return.”

In other words, whenever you invalidate one metric, they come up with another one. We then have to shoot that one down, and the cycle repeats.  It’s invalidity-meets-Whack-A-Mole.  After the healthcare spending ROI fiction imploded, Michael O’Donnell, editor of the wellness industry trade journal, asked dismissively: “Who cares about ROI anyway?”

Since ROI wasn’t working, they then tried value-on-investment (VOI), which turned out to show even greater losses than a straight ROI calculation.

Continuing that tradition, Michael O’Donnell of the American Journal of Health Promotion presents: Return on Allocated Resources, or ROAR.  ROAR counts everything, including productivity. By counting everything, ROAR shows far greater losses than VOI.

Michael says that a 1% increase in productivity is worth $1933:

ajhp productivity 1

However, a much greater 3.75% (90 minutes of a 40-hour workweek) reduction in productivity only costs $2184:

ajhp productivity 2

How did he accomplish this sleight-of-hand, where a 1% increase in productivity practically offsets a 3.75% decrease?  Simple: by putting both thumbs and every other appendage on the scale. He accounts for lost work time at an employee’s hourly rate. So far so good. However, he then applies a magic multiplier to the hourly rate to calculate increases in productivity based on hypothetically enhanced corporate revenues due to the productivity increase.  So if payroll is 30% of revenues, and productivity climbs 1%, then revenues would also automatically climb 1%. That means in dollar terms revenues climb more than three times faster than productivity.

Had he used the same revenue multiplier for the certain 3.75% productivity decrease due to wellness-induced lost work time that he used for his speculative 1% productivity increase, his time-off-for-wellness scheme would cost a whopping $7143/employee/year.

And wellness vendors wonder why line managers are so reluctant to allow employees to work out on company time.

So while per-employee losses from wellness based purely on added healthcare spending and program expense are “only” in the three figures, the net reduction in productivity from a (speculative) 1% increase less a (certain) 3.75% decrease due to lost work time amount to a mind-boggling $5210/year.

And that is probably an understatement.  The 3.75% lost work time due to wellness doesn’t include the time employees spend changing clothes after their workouts, lying on HRAs, standing in line to be screened and “coached,” complaining to HR that they haven’t received their incentive checks yet, and hanging out at the water cooler dissing the program.

If you’re keeping score at home, this is the third time Michael O’Donnell has strayed off message.  Just like some people are convinced that Donald Trump is a closet Democrat trying to torpedo the GOP, you would be excused for thinking that Michael O’Donnell is a member of our Welligentsia group, trying to sow chaos amongst the Wellness Ignorati.

He isn’t, but nonetheless I count him among our greatest assets.  First, he admitted that up to 95% of wellness programs don’t work.  Then he admitted that studies done using randomized control trials lose money.  And now this one, detailing — using his own math — by far the greatest losses that a wellness metric has ever shown.

Quizzify Q in B and W

Quizzify’s guarantee numbers add up (source: Intel-GE Validation Institute)

Ron Goetzel is probably tearing his hair out over his crony’s unforced errors on the eve of our debate.  Or, in the immortal words of the great philosopher Warren G. Harding: “I can handle my enemies.  It’s my friends who have me pacing the floor at night.”

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