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Anna Jaques Community Health Foundation Inc.

 25 Highland Avenue
 Newburyport, MA 01950
[P] (978) 4631176
[F] (978) 4631366
Sarah Gnerre
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 Printable Profile (Summary / Full)
EIN 04-3318952

LAST UPDATED: 12/07/2018
Organization DBA Anna Jaques Hospital
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

Our mission is to provide the highest quality medical care and improve the health of our community in alliance with our medical staff.   

Mission Statement

Our mission is to provide the highest quality medical care and improve the health of our community in alliance with our medical staff.   

FinancialsMORE »

Fiscal Year Oct 01, 2015 to Sept 30, 2016
Projected Income $127,299,279.00
Projected Expense $126,134,199.00

ProgramsMORE »

  • AJH Birth Center
  • AJH Cancer Center affiliated with Beth Israel Deaconess Medical Center
  • Gerrish Breast Care Center

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Mission Statement

Our mission is to provide the highest quality medical care and improve the health of our community in alliance with our medical staff.   

Background Statement

Anna Jaques Hospital is a 123-bed community hospital serving 17 cities and towns in the Merrimack Valley.  The hospital has been named one of the Boston Business Journal's top 10 places to work in Massachusetts. Thomson Reuters has rated Anna Jaques in the 90th percentile for its "very high rate of performance" and very fast rate of improvement, and the hospital's Emergency Department and Birth Center consistently score above the 85th percentile in Press Ganey patient satisfaction scores. Our community education programs now serve 9,260 elementary school children in 22 schools in 8 school districts.

Impact Statement

Established a new, integrated and comprehensive cancer center in managed in collaboration with Beth Israel Deaconess Medical Center on the AJH campus
Completed third year of Gerrish Breast Care Center with dedicated breast surgeon and patient navigator, providing a new service to our communities.Earned American College of Surgeons accreditation a year early.
Signed definitive agreement to join new healthcare system with Beth Israel Deaconess Medical Center, Lahey Health, Mount Auburn Hospital and New England Baptist Hospital.
In partnership with Bay State College (Boston), develop a robust RN to BSN program to help AJH nurses advance their education to a higher level of preparedness.
Reached 59% of nurses holding bachelors degrees or higher following four cohorts of our RN to BSN program with Bay State College. 

Complete renovations of each of 12 Birth Center patient rooms: new bathrooms, floors, ceilings, energy efficient window, HVAC for individual room temperature controls and new nurse call and other technologies (ten rooms complete as of September 30 2017)
Expand our operating room by two to provide for more space for orthopedic surgeries that require larger equipment 
Add a third oncology doctor to our AJH Cancer Center in affiliation with Beth Israel Deaconess Medical Center 

Needs Statement

Open new Haverhill medical office building to house our Women's Health Care practice; it will serve as a destination for breast care health, primary care and radiology. New 3D mammography machine is an investment of $500,000 there.
Gerrish Breast Care Center: $50,000 annual need to fund operations including dedicated breast surgeon and patient navigator plus new technology and equipment upkeep and replacement. Fast and accurate care with 8 days to definitive treatment or surgery from diagnosis.

Capital Equipment Support: $4 million annual need; $1 million provided by philanthropy and $1 million from hospital operations); annual $2 million additional needed to replace aging equipment and provide new, life-saving technologies for our physicians and staff for excellence in patient care.  

CEO Statement

Through the vision and charity of Miss Anna Jaques, our hospital was established in 1884. In 1883, she sought the advice of her family physician, Dr. F. A. Howe, on how best to use her money for the benefit of the community. He told her that the community needed a hospital. As a result Anna Jaques gave $25,000 and plans were drawn up for Newburyport’s first hospital, originally located at the corner of Broad and Monroe Streets.
On May 7, 1884 the first patient was admitted to Anna Jaques Hospital. By 1901 the hospital's original building had become inadequate. Plans began to take shape and three years later in 1904 the Georgian Revival building that stands to this day was opened at 25 Highland Avenue in Newburyport. That "new" hospital remains the centerpiece, and proud historic front, of Anna Jaques Hospital today. Although many hospital expansions, and an attractive neighborhood, have grown up around the hospital, the original building stands as a testament to one woman's, and one physician's, commitment to the community and its needs.

Board Chair Statement

Fiscal Year 2015 was another solid year of performance for Anna Jaques, and a year in which innovative, strategic partnerships empowered us to bring more services to more people and have greater impact on the communities we serve.

This year’s annual report details this “Power of Collaboration” that takes many forms – from formal affiliations to uniting like-minded individuals who are driven to make a difference.

Our clinical affiliation with Beth Israel Deaconess Medical Center continues to flourish and bring additional high-quality specialty services closer to home. The opening of the co-branded Anna Jaques Cancer Center is a shining example of how our institutions are working together to achieve our mutual goal of enhancing the level of care provided to our communities.

Close collaboration between the hospital and local physicians led to the addition of six new primary care physicians to the medical staff. Four PCP practices recently opened in Haverhill and Amesbury, two of the towns Anna Jaques has strategically targeted to increase access to the excellent care provided by our highly trained PCPs and specialists.

Another collaborative effort took place early this year in the form of a “Shark Tank” style roundtable discussion between community, business and industry leaders to evaluate the potential purchase of two diverse technologies, 3D Mammography and the “Mako™” robotic-arm assisted system for orthopedic surgery. After an astute negotiation with the makers of these technologies, and critical financial support from donors for these investments, Anna Jaques introduced both state-of-the-art technologies to our community late in 2015.

Thanks to the tremendous ongoing support of our donors, employees, physicians, board members, volunteers, and community leaders, Anna Jaques continues to make meaningful progress towards our vision of becoming the most respected community hospital in the region.

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
17 cities and towns in the Merrimack Valley:  MA: Newburyport, Salisbury, Amesbury, Newbury, West Newbury, Rowley, Byfield, Georgetown, Merrimac, Seabrook, Groveland, Haverhill, NH: Hampton, Hampton Falls, Kingston, East Kingston, Newton

Organization Categories

  1. Health Care - General Hospitals
  2. Mental Health & Crisis Intervention -
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)



AJH Birth Center

Welcoming a baby into the world is one of life’s most amazing experiences. The Birth Center at Anna Jaques Hospital is proud to offer parents of northern Massachusetts and southern New Hampshire a place of exceptional care.

Our 13-bed unit is just the right size for women seeking a combination of experience and personalized attention not often available at larger facilities – all while staying close to home.

  • All private rooms from delivery through recovery
  • Widest range of providers and personal birth choices to meet patient needs and preferences
  • Measurably high quality care for mother and baby
  • Anesthesiologist physically on site 24/7 to control pain and for emergency C-section deliveries
  • Neonatal Care Center with a neonatologist available 24/7
  • Overnight accommodations for partner or support person
  • A variety of classes and support groups, including childbirth preparation, parenting, sibling preparation, breastfeeding and much more 
Budget  $3,000,000.00
Category  Health Care, General/Other Maternal & Infant Care
Population Served Adults Infants to Preschool (under age 5) Families
Program Short-Term Success 

Anna Jaques and BIDMC’s obstetrical services program has had quite an impact on patients this year. By bringing a maternal-fetal medicine specialist to the Anna Jaques campus for high-risk pregnancies, and having the neonatologists work closely together to transfer newborns between BIDMC’s Level III Neonatal Intensive Care Unit and Anna Jaques’ Level IB Neonatal Care Center, the two institutions are providing the most appropriate level of care in the most appropriate setting.

More and more mothers, babies, and families are benefitting from having more advanced services and excellent clinical care available closer to home. Expecting moms no longer feel compelled to travel into Boston for high-risk pregnancy care, and parents love having their newborns stay closer to home once their babies are strong enough to move to the Anna Jaques special care nursery. This improves patient satisfaction while decreasing the cost to the health care system overall.

Program Long-Term Success 

Anna Jaques Hospital Birth Center seeks to provide an expert and warm delivery experience for mothers from our service area. Often the birth of a child is the first major health care experience a family undertakes. Anna Jaques wishes to be in the 90% percentile for patient satisfaction on a number of dimensions including quietness, cleanliness of rooms, food service, courteousness of the staff and physicians, and pain management, among others. Our clinical affiliation with Beth Israel Deaconess Medical Center provides access to 24/7 neonatal specialists in our community hospital.

Program Success Monitored By 


  • Anna Jaques consistently scores above the 90th percentile for patient satisfaction in Press-Ganey surveys.
  • Our patients can’t say enough about our competent, compassionate nursing staff in patient satisfaction surveys.
  • Anna Jaques has a low C-section rate below the state average.
  • Our C-section infection rate is Zero.
  • Our percentage of elective deliveries before 39 weeks is Zero.
Examples of Program Success 

Pamela Boddy and her son, Caleb, experienced first-hand the benefit of the AJH-BIDMC clinical affiliation last spring when Caleb was born prematurely. Pamela had delivered her first son at AJH 13 years ago and planned to have her second at AJH, as well. After coming to the hospital with contractions in her 5th month of pregnancy, she was transferred by ambulance to BIDMC and expected a long stay on bed rest. Instead, Caleb was delivered just a few hours later at 23 weeks. After a nearly 3-month stay in the NICU at BIDMC, Caleb was strong enough to be transferred to the Neonatal Care Center at AJH where he could be well cared for much closer to home.

“The care Caleb received at BIDMC was amazing…but sometimes it would take us two hours to get to the city, and we felt we needed to stay 7-8 hours at a time,” explained Pamela. “Once Caleb was transferred to Anna Jaques, we could come and go a few times a day. It helped with breastfeeding, too, which I think led to him coming home even sooner.”

AJH Cancer Center affiliated with Beth Israel Deaconess Medical Center

The Center offers community-based cancer services in Newburyport integrated with specialists at BIDMC through tumor boards, multi-disciplinary conferences, shared patient information, specialty and surgical referrals and second opinions. Its offices, exam rooms, chemotherapy infusion and radiation therapy are located at Newburyport Medical Center next to the hospital. Medical Director Dr. Jonathan Eneman works in collaboration with AJH Chief Medical Officer Gail Fayre, MD, and is board-certified in hematology.

The committed team diagnoses and directs the treatment of a range of frequently occurring cancers that are safely and effectively managed in a well-run community program (lung, bowel, breast, urologic).


Budget  $4,000,000.00
Category  Health Care, General/Other Health Diagnostic, Intervention & Treatment Services
Population Served People/Families of People with Cancer Adults
Program Short-Term Success 

Anna Jaques expects that in the short term, an integrated, high quality Center, directed and co-managed by a teaching hospital and taking place in a program licensed at Anna Jaques, will materially change the quality of care available locally for this service. New technology has been purchased, including a chemistry point-of-care-testing unit and a custom interface for the current hematology analyzer—both machines are used during each treatment day for each patient. Chemotherapy patients must complete a pre-chemo therapy blood test prior to every treatment to determine their specific dosage for that day. With the new technology, patients with compromised immune systems, and sometimes other issues such as limited mobility, will not be forced to leave the building in all types of weather to go to across the campus to the AJH Lab where other sick patients may be awaiting testing. Point-of-care testing will make often-daily treatment that is needed for weeks in a row, more convenient, bearable and safe for cancer patients. And laboratory results will be provided faster to the oncologist, saving very sick patients up to an hour each treatment session.

Program Long-Term Success 
With an integrated cancer care service, we expect that more patients from the hospital's service area will choose to get their care at Anna Jaques. Patients will choose convenience for themselves and for their families who may be helping them through their illness, but no patient will choose convenience over excellence of care when their health is at risk.
Program Success Monitored By 
Across most of its services, Anna Jaques Hospital uses two independent patient survey firms, Press Ganey, which measure patient satisfaction and another measurement tool Hospital Consumer Assessment of Healthcare Providers and Systems(HCAHPS).
HCAHPS measures communication with doctors, communication with nurses, responsiveness of hospital staff, pain management, communication about medicines, discharge information, cleanliness of the hospital environment, quietness of the hospital environment, and transition of care. The survey also includes four screener questions and seven demographic items, which are used for adjusting the mix of patients across hospitals and for analytical purposes.
This information is not just for public review, but public and private payors use this information to help determine whether the hospital has successfully treated its patients and is eligible for full reimbursement or not. 
Examples of Program Success 
The AJH Cancer Center has 1,000 patients. Every patient is screened for anxiety as part of their treatment. When appropriate, patients are seen by our social services navigator; some patients are referred for mental health services. This added service has helped and supported many patients as they face their cancer diagnosis. 

Gerrish Breast Care Center

Whether a patient needs routine screening or advanced treatment, the Gerrish Breast Care Center at Anna Jaques in Newburyport will be there to help. The Center brings together an experienced team of professionals and resources to ensure the highest standard of care and seamless coordination of services for every patient. The Center is affiliated with Beth Israel Deaconess Medical Center which means Boston specialists are a part of our patients' care team.

We’re committed to giving every patient the best experience possible. Patients receive their initial screening results within two business days, and our dedicated Patient Navigator assists and supports you through additional tests and treatment if needed.  We proactively keep up-to-date on each patient's  needs so that patients receive necessary screenings on time and changes are detected early.

Budget  $360,000.00
Category  Health Care, General/Other Chemotherapy/Radiation
Population Served Females
Program Short-Term Success 
Anna Jaques Hospital has realized increases in several key areas related to breast cancer care. This means more patients are choosing the receive care locally, showing increased confidence in and satisfaction with the care available here through the Gerrish Breast Care Center.
Diagnostic Mammography
Ultrasound, up
Breast MRI
Breast Biopsy
Breast Surgery
Program Long-Term Success 
Criteria for measuring success
Our long-term goal is Accreditiation by the American College of Surgeons. Accreditation has 29 sub-goals. We are prioritizing the following goals in the year ahead:

· 100% of patients have risk assessment at the time of screening and genetic counseling as applicable

· Monitor use of needle guided biopsy with goal of palpation-guided or image-guided needle biopsy as the initial diagnostic approach rather than open biopsy

· Monitor frequency of cancer conferences

· As part of the patient navigation process, at least 50% of all patients diagnosed with early stage breast cancer (Stage 0, I, II) are treated with breast conserving surgery, and compliance is evaluated annually, and

· Axillary sentinel lymph node biopsy is considered for patients with early stage breast cancer (Stage I, II), with 100% follow up and surveillance in place for patients

· Yearly, two or more breast cancer education, prevention, and/or early detection programs are coordinated with other facilities or agencies targeted to the community and follow-up is provided to patients with positive findings

Program Success Monitored By 

The metrics above are reported to the American College of Surgeons as part of our accreditation effort. Patient satisfaction measures are critical as well. We communicate with patients via a variety of channels including our award-winning web site, our internal and donor newsletter, Newsbreak, a strong relationship with our local newspaper, Newburyport Daily News, and are in direct contact with donors and patients via email, phone and in-person.

Examples of Program Success   
•The Gerrish Breast Care Center has seen significant growth in volume in its first year of operation.
•Patients previously leaving our community can now stay and receive their care locally
•The Gerrish Breast Care Center generates radiology, surgical and other ancillary revenue for the Hospital that otherwise would likely leave the community. Associated technical revenue and contribution for hospital-based services more than offsets the direct practice loss.
•Philanthropy contributed $979,677 to date to support the Gerrish Breast Care Center start-up and operations

CEO/Executive Director/Board Comments

Community hospitals like Anna Jaques, are important pillars in towns across the country. We provide trusted health care services and in our case, we are the largest employer in our community and we bring many benefits to our area. However, health care as we know it is quickly changing, and due to a broad convergence of factors, many community hospitals—and the communities they serve—are at risk.

According to many consultants to the healthcare industry, the Patient Protection & Affordable Care Act (ACA) may have accelerated some industry trends. However reimbursement rates likely would have continued to decline and costs for advanced IT capabilities, clinician talent attraction and compliance likely would have continued to increase regardless of the ACA. Compounding these challenges, community hospitals often are unable to negotiate at the level of their larger competitors for the highest payor rates. Anna Jaques, in fact, is one of the lowest reimbursed hospitals in Massachusetts. In addition, tightening market share and developing narrow networks are making health systems and hospitals more adversarial, straining even long-standing alliances and putting the survival of many community hospitals in doubt.
In this challenging environment, Anna Jaques, and all community hospitals and their boards are faced with myriad difficult, strategic choices. The questions we need to ask are existential. In our 2012 strategic planning process, we addressed many of them:
Are we prepared for a critical transition from volume to value-based care?
Should we invest in new models of care and new services out of reserves?
Should we eliminate unprofitable services that are community-backed and desired?
Should we acquire local physician practices?
Should we redesign our physician compensation strategy?
Should we renovate or replace our outdated facility?
Should we pursue outpatient services at the expense of inpatient services?
Should we continue to provide inpatient care?
Should we pursue an affiliation?
Should we stay independent?The AJH board has voted on the side of staying independent and this year signed a five-year affiliation agreement with Beth Israel Deaconess Medical Center. This direction is designed to leverage the brand value of BIDMC, and also its Harvard teaching hospital resources to offer more expert services locally in our community hospital setting.

There are great challenges ahead, and AJH is prepared with a lean, efficient clinical model, and now with a retention and growth plan closely tied to BIDMC.


CEO/Executive Director Mr. Mark Goldstein MBA
CEO Term Start Jan 2015
CEO Email
CEO Experience Mark Goldstein is President and CEO of Anna Jaques Hospital.
Prior to assuming the role of President and CEO, Mark served as Executive Vice President and CFO at Anna Jaques Hospital for 9 years and was responsible for the strategic planning and implementation of all financial policies and activities for the hospital.
Before coming to Anna Jaques, Mark was Senior Director in the Finance Department of Boston Medical Center, a private, not-for-profit, 557-bed, academic medical center with a community-based focus. Boston Medical Center has over 4,000 employees, 1,400 physicians and an annual operating budget of $1 billion.
Mark has more than 20 years of progressive healthcare experience, focusing on hospital financial operations and receivable management. He has held senior finance positions at Winchester Hospital and Newton-Wellesley Hospital in Massachusetts. Mr. Goldstein is a member of the Massachusetts Healthcare Financial Management Association and the American College of Healthcare Executives. He was the recipient of the Modern Healthcare 2001 "Up and Comers" award.
He received his BS from Worcester State College in Health Administration, with a concentration in accounting and an MBA from Boston University School of Management.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Ms. Delia O'Connor Dec 2005 Dec 2014
Mr. Scott Goodspeed Nov 1999 Apr 2005

Senior Staff

Name Title Experience/Biography
Dr. Gail Fayre MD Chief Medical Officer

Dr. Fayre joined Anna Jaques in 2012 as Chief Medical Officer. She is responsible for evaluating and monitoring the quality of care performed at the hospital by its medical staff. She serves as a resource to the medical staff in credentialing, re-credentialing, re-appointment, peer review and quality review. In addition, Dr. Fayre serves as a liaison to and between the hospital and the medical staff. Her leadership and collaborative approach fosters positive, productive relationships with the medical staff and helps continuously improve the quality of patient care.

Prior to joining Anna Jaques, Dr. Fayre served as the Residency Program Director at NH-Dartmouth Family Practice Residency in Concord, New Hampshire. She was responsible for budgetary and human resources oversight in two community health center sites, dental services, behavioral health services, and residency education. She also oversaw a pediatric hospitalists group.

Previously Dr. Fayre was a member of the Family Practice Residency Teaching Staff and Clinic Chief of Family Medicine Residency at Erhling Bergquist Hospital, Offult Air Force Base, Nebraska. She is a highly decorated veteran who served our country as a Family Practice Staff Physician, Director of Emergency Services and Medical Director of three different programs with the 39th Medical Group Hospital at the Incirlik Air Force Base in Turkey. Dr. Fayre has been awarded the Air Force Commendation Medal, the Joint Meritorious Unit Award, the National Defense Ribbon, the Southwest Asia Defense Ribbon, and the Overseas Long Tour Ribbon, among others.

Dr. Fayre received her medical degree from the University of Miami, School of Medicine. She completed her family practice residency at David Grant Medical Center at Travis Air Force Base in California, and is a graduate of the Faculty Development Fellowship Program at the University of North Carolina at Chapel Hill, North Carolina.

She is a Diplomat of the American Board of Family Practice Certification and the National Board of Medical Examiners.

Ms. Sarah J. Gnerre MBA Vice President of Development

Sarah joined Anna Jaques Hospital in 2011. Prior, she led major gifts programs at Bentley University and at the University of New Hampshire where she directed the Peter T. Paul Challenge, a $30 million fundraising project. She served as adjunct faculty in the UNH’s Community Service and Leadership program, and since 2006 has regularly presented seminars on development and grant writing through UNH’s Professional Education Division.

Sarah’s skill at board engagement and relationship building have launched ongoing funding successes at UNH’s Hospitality Management Department and Paul College, NHSPCA, The Music Hall, Arts in Reach and Pontine. She holds a BS and an MBA from the Peter T. Paul College of Business (formerly the Whittemore School). She has served on national grants review panels, and won grants from the Kresge Foundation, the National Endowment for the Arts, and MA Executive Office of Health and Human Services, among others. She is past president of the Association of Fund Raising Professionals—Northern New England Chapter, serves on the board of the J. G. Whittier Home Association, and is president of Arts in Reach, a mentoring organization for teenage girls.

Sarah lives in Portsmouth with her husband.

Mr. Mark Goldstein MBA President & CEO --
Mr. Kevin Kilday MBA Chief Financial Officer

In his role as Chief Financial Officer, Kevin is responsible for the overall financial management of the hospital. Kevin oversees General Accounting, Patient Financial Services, Information Technology, Health Information Management, Seacoast Affiliated Group Practices, and Materials Management. His scope of responsibilities includes revenue cycle operations, financial planning and treasury services.

Prior to joining Anna Jaques Hospital, Kevin was the CFO of Holy Family Hospital in Methuen which is a part of the Steward Healthcare System. Holy Family is a 190 bed acute care community hospital with revenue in excess of $180,000,000 annually. His focus was on revenue cycle operations and general financial improvements.

Kevin’s 25 plus year career includes senior financial leadership positions at Catholic Medical Center, Children’s Hospital Boston and Lahey Clinic. He is a member of the Healthcare Financial Management Association.

Kevin received his bachelor’s in science degree in Finance from Boston University. He also received his Master’s in Business Administration with a concentration in Health Care Finance from Boston University.

Mr. Gary Lee MS Vice President of Clinical Services

As the Vice President of Clinical Services, Gary oversees the direction and management of several clinical services departments, including Imaging, Respiratory, Cardiology, Sleep Lab, Vascular Lab, Neurology, Pharmacy, Laboratory and Rehabilitation Services.

Gary is a seasoned health care leader in Massachusetts. He joined Anna Jaques in January 2015 from Steward Holy Family Hospital, having overseen clinical services at its Methuen campus for over 30 years. Gary started his career at Holy Family Hospital, known then as Bon Secours, as a respiratory therapist and was promoted into various leadership roles over the years, including Director of Clinical Services and Cardio-Pulmonary Services. Gary is also an instructor at Northern Essex Community College for the Division of Continuing Education, Health Sciences since 2009.

Gary holds a Master of Science in Organizational Management from New England College and a Bachelor of Science from Lesley College. He lives in Danville, New Hampshire with his wife and has three children.

Mr. Richard Maki RN, BA, MSHA Chief Nursing Officer

As the Chief Nursing Officer at Anna Jaques Hospital, Maki is accountable for the oversight of the professional practice of nursing while ensuring the delivery of safe, effective, high-quality, comprehensive care.

In his 11 years at the hospital, Richard has helped to reorganize and rebuild the nursing division to create a culture of mentoring, patient huddling and upward communication. He has led the nursing division as it implemented electronic medical records, including electronic nursing documentation, electronic medical administration records and electronic bedside medication verification.

Under Richard’s leadership patient satisfaction has increased, including an increase in the ED from the 42nd to the 71st percentile in one year. Richard’s process reengineering improved patient flow throughout the hospital.

Richard received his BAs from Salem State College and his Registered Nurse Diploma from Malden Hospital School of Nursing. He also holds a Masters of Health Services Administration from St. Joseph’s College of Maine. He is a professional member of the American Organization of Nurse Executives (AONE), Massachusetts Organization of Nursing Executives (MONE), Massachusetts Hospital Association (MHA), and the Board of Trustees Northeast Emergency Management System (EMS) Region III.

Ms. Danielle Perry MBA Vice President of Marketing

Danielle assumed the role of Vice President, Marketing and Community Relations at Anna Jaques in 2012. Danielle is responsible for all marketing and public relations activities in support of the hospital and Medical Staff’s strategic priorities, including showcasing clinical programs and physician practices.

Danielle is a senior communications and marketing professional with nearly 20 years of experience leading the communications efforts for hospitals and well-known consumer brands. Most recently, she served as Director of Marketing and Public Relations at Holy Family Hospital in Methuen, MA, which is part of Steward Health Care. Prior to joining Holy Family in 2007, she led the public relations department at She has previously served as the Director of Public Relations at AT&T Wireless, and was Director of Marketing and Public Affairs for two HCA Healthcare hospitals in Denver, CO. Danielle also briefly taught public relations as an Adjunct Professor in Communications at Rutgers University. She is also the author of a book chapter for Inside the Minds: Marketing Leadership Strategies, an Aspatore Books – ThompsonReuters publication (2009).

Throughout her career, Danielle has a track record of developing and implementing communications plans that increase brand awareness, corporate reputation, market share, and revenue.

Danielle holds a Bachelor of Arts Degree in International Business from Lehigh University and a Masters Degree in Communications from Rutgers University. She lives in North Andover, MA, with her husband and three children.

Mr. Steve Salvo BS Vice President of Human Relations

Stephen has served as the Chief Human Resources Officer at Anna Jaques Hospital for the past 26 years. Prior to his appointment at Anna Jaques, he held human resources and management positions in several other health care organizations in Massachusetts, including New England Baptist Hospital in Boston.

Among his other duties, Stephen is responsible for planning and developing human resources initiatives and programs that meet the needs of the present workforce of 1,100 employees, and for positioning the hospital as the “employer of choice” in the region. In 2012, the hospital was named one of the “Best Places to Work” in Massachusetts by the Boston Business Journal for the second time in three years.

Stephen currently serves on the Personnel Board for the Town of Newbury, and is a past board chair. He also serves on the boards of the Newburyport Education and Business Coalition and St. Jean’s Credit Union. He is a past president of the Massachusetts Healthcare Human Resources Association, and a past recipient of an award for “Outstanding Leadership by a Chapter President” by the American Hospital Association. He holds a Bachelor’s Degree from Salem State College.


Award Awarding Organization Year
Accredited Facility--Vascular Testing Intersocietal Accreditation Commission 2014
Best Places to Work Boston Business Journal 2014
Breast Care Imaging Center of Excellence American College of Radiology 2014
National Quality Approval The Joint Commission on Accreditation of Healthcare Organizations 2014
Verified Trauma Center American College of Surgeons 2014


Affiliation Year
Association for Healthcare Philanthropy 2015
AFP (Association of Fundraising Professionals) --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Ambulatory Care Accreditation 2017


Beth Israel Deaconess Medical Center
YWCA Newburyport

Whittier Independent Physicians Association
North of Boston Cancer Resources 

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 700
Number of Part Time Staff 300
Number of Volunteers 200
Number of Contract Staff 0
Staff Retention Rate % 93%

Staff Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 1
Caucasian: 96
Hispanic/Latino: 1
Native American/American Indian: 1
Other: 0
Other (if specified): 0
Gender Female: 85
Male: 15
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan Under Development
Business Continuity of Operations Plan Yes
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions


Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Mr. Trey Byrnes
Board Chair Company Affiliation Inverness Financial Group
Board Chair Term Mar 2017 - Mar 2020
Board Co-Chair Mr. David LaFlamme*, Chair, Hospital Board of Trustees
Board Co-Chair Company Affiliation North Shore Bank
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Dr. Jessica Amorosino Physician practice Voting
Mr. Todd Baltich Leary's Fine Wines Voting
Mrs. Kathy Bechtel Italia Food and Wines Voting
Mrs. Kari Bernard The Walsingham Gallery Voting
Mr. Trey Byrnes Inverness Financial Voting
Mr. Wayne Capolupo* SPS New England, Inc. Voting
Ms. Ronna Caras Caras Training Voting
Mrs. Grace Gonzalez Connolly* Connolly and Connolly Law Office Voting
Mrs. Kathy Connors Community Volunteer Voting
Michael Costello* Esq. Smith, Costello and Crawford, Attorneys at Law Voting
Sherriff Frank Cousins* Jr. Essex County Sherriff's Office Voting
John “Marty” Doggett* Governors Academy, Retired Voting
Mr. Claude Elias Oregano Restaurant Voting
Mr. George Ellison, Jr.* Baystate Financial Voting
Mrs. Ginny Eramo* Interlocks Voting
Mr. Luis Fernandez Fernandez Consulting Voting
Mrs. Melissa Foley, RN Community Volunteer Voting
Mrs. Kim Foulkes Newburyport Five Cents Savings Bank Voting
Ms. Julie Ganong Chococoa Whoopie Pie Co. Voting
Dr. Kevin Gasiorowski Appleton Eye Associates Voting
Salman Ghiasuddin* MD North Shore Internal Medicine Voting
Ms. Sarah Gnerre Anna Jaques Community Health Foundation Exofficio
Mr. Mark Goldstein* Anna Jaques Hospital Exofficio
Bernhard Heersink* MD Berhard Heersink, MD, PC Voting
Mr. Jay Iannini Banco Popular de Puerto Rico Voting
Mr. Chris Johnston Newburyport Chamber of Commerce Voting
Ms. Katherine Kelly Kelly's Taylor Rental Voting
Mr. Matt Khatib M.K. Benatti Voting
Mr. Kevin Kilday Anna Jaques Hospital, CFO Exofficio
Mr. Jeffrey C. Kirpas* Jeffrey C. Kirpas & Company CPAs Voting
Mrs. Laurie Knapp* CPA Laurie Knapp, CPAs Voting
Mr. David LaFlamme*, Chair, Hospital Board of Trustees North Shore Bank (retired) Voting
Mrs. Patricia Mansfield* Anna Jaques Aid Association Exofficio
The Honorable Byron J. Matthews* Racquet Club of Newburyport Voting
Mr. Jeff Nahas Barking Dog Ale House Group Voting
Mr. Vania O'Connor Community volunteer Voting
Mrs. Lisa Purinton Community Volunteer Voting
DeWayne Pursley* MD Beth Israel Deaconess Medical Center Voting
Dr. Peter Seymour* MD Colden Seymour ENT Voting
Mr. Wilbur Shenk* Community Volunteer Voting
Mr. Chris Sullivan Institution for Savings Voting
Dr. David Swierzewski* MD Atlantic Surgical Associates Voting
Dr. Kristin Tallman Tallman Eye Associated Voting
Mrs. Donna K. Twombly Anna Jaques Hospital Corporation Exofficio
Mark Welch* Institution for Savings, Retired Voting
Ms. Margaret Wiley* Community Volunteer Voting
Ms. Mary Williamson Essex County Greenbelt Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 21
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 20
Male: 31
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 85%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 5%
Constituency Includes Client Representation Yes

Standing Committees

  • Board Governance
  • By-laws
  • Compensation
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Facilities
  • Finance
  • Investment
  • Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)

CEO/Executive Director/Board Comments

There are two active boards: Anna Jaques Hospital Trustees*, which meet monthly and focus on policy, clinical management and fiduciary management; and the Anna Jaques Community Health Foundation Board of Trustees, which focuses on philanthropy. They each have a non-profit tax ID and are both Type 1 organizations. the Hospital IRS letter is included in "Other documents". 

Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $110,918,811 $126,627,064 $107,307,050
Total Expenses $112,440,745 $110,511,046 $106,596,745

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
$260,000 $94,500 $53,050
Government Contributions $1,130,000 $285,779 $0
    Federal -- -- --
    State $1,130,000 $285,779 --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $1,433,928 $7,192,770 $764,908
Indirect Public Support -- -- --
Earned Revenue $111,025,452 $110,296,536 $114,202,121
Investment Income, Net of Losses $379,376 $1,463,819 $47,241
Membership Dues -- -- --
Special Events $230,777 $191,607 $178,263
Revenue In-Kind -- -- --
Other $-3,540,722 $7,102,053 $-7,938,533

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $59,325,261 $59,055,299 $57,846,630
Administration Expense $51,916,975 $50,947,804 $48,376,043
Fundraising Expense $472,509 $507,943 $374,072
Payments to Affiliates $726,000 -- --
Total Revenue/Total Expenses 0.99 1.15 1.01
Program Expense/Total Expenses 53% 53% 54%
Fundraising Expense/Contributed Revenue 15% 7% 38%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $105,093,801 $100,600,247 $101,183,660
Current Assets $35,136,132 $31,459,046 $31,836,859
Long-Term Liabilities $49,125,210 $43,144,983 $52,405,547
Current Liabilities $10,088,142 $10,224,953 $12,793,534
Total Net Assets $45,880,449 $47,230,311 $35,984,579

Prior Three Years Top Three Funding Sources

Fiscal Year 2014 2013 2012
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $12,450,460.00
Spending Policy Income Only
Percentage(If selected) 5.0%
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose Your Hospital: The Campaign for Anna Jaques, build a new power plant, create 18 single-patient rooms and create a new more accessible patient entrance.
Campaign Goal $6,000,000.00
Capital Campaign Dates Oct 2009 - June 2013
Capital Campaign Raised-to-Date Amount $6,453,932.00
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 3.48 3.08 2.49

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 47% 43% 52%

CEO/Executive Director/Board Comments

Anna Jaques Hospital ended fiscal year 2015 in the black for the tenth consecutive year, posting a gain from operations of $1,046,000. This represents a .9% operating margin. Despite the expected pressures on Massachusetts health care delivery, our hospital has been able to consistently grow its total revenue by remaining fiscally responsible and a provider of choice for the patients, physicians, and communities we serve.

Anna Jaques continues to experience inpatient utilization pressure as more care shifts to lower-cost settings. These shifts in patient care delivery contributed to growth in our outpatient business by roughly 4%. Although inpatient volume declined, it was at a slower pace than the market’s overall decrease of 3.5%.

Looking across the state in FY15, hospitals were affected by these pressures in various ways. Four Massachusetts hospitals succumbed to unsustainable negative profit margins and closed their doors; six others had a change of control with full asset mergers. Anna Jaques is now one of only 14 community hospitals that remain fully independent today.

Anna Jaques Community Health Foundation celebrated another successful year of philanthropic support for the hospital with the strong leadership of board chair Ralph Castagna and the Foundation’s Board of Trustees. The Community Health Foundation raised $1,640,000 in FY15, including three significant gifts totaling over $250,000 in FY2015. The Foundation’s contributions support roughly 25% of the capital budget to help Anna Jaques maintain and upgrade vital equipment and technology.

Fiscal Year 2016 will be an extremely dynamic year. Our strategic initiatives in the areas of PCP expansion and recruitment will continue, as will our growth in the Haverhill market. Since absolute inpatient and outpatient utilization will continue to be scrutinized, market growth through geographic expansion and care retention within our community will be the key to incremental revenue generation and maintaining positive operating margins.

Anna Jaques Hospital proudly provides high quality community health care at a lower cost. As such, we are part of the solution to the problem of unsustainably high costs in health care. The continued support of the hospital Board of Trustees, the Finance Committee, Investment Committee and Audit Committee will ensure Anna Jaques remains a vibrant hospital to serve our community for decades to come.

Foundation Comments

Financial summary data in the charts and graphs above reflects both the Anna Jaques Community Health Foundation Inc. (EIN#: 04-3318952) and the Anna Jaques Hospital Inc. (EIN#: 04-2104338), and is per the Seacoast Regional Health Systems, Inc.'s (EIN#: 22-2814214) Consolidated Audited Financial Statements (Supplemental Information section) as Seacoast is the parent entity of the Foundation and Hospital. Please note, the Anna Jaques Community Health Foundation Inc. provides charitable support to Anna Jaques Hospital Inc.
The organization provided a breakout of functional expenses for FY14, FY13 and FY12, as that level of detail was not available in the audits. As well, further revenue breakout detail was provided by the organization. 
The data in the charts and graph above includes non-operating gains (losses) and changes in unrestricted net assets, which includes the net adjustment to pension liability. Per the organization: in FY12 provision for bad debt was listed in operating expenses, rather than a deduction to revenue.


Other Documents

No Other Documents currently available.


The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.

1. What is your organization aiming to accomplish?

Anna Jaques seeks to be the most respected community hospital in the region as measured by quality, safety and patient satisfaction metrics.

2. What are your strategies for making this happen?


3. What are your organization’s capabilities for doing this?


4. How will your organization know if you are making progress?


5. What have and haven’t you accomplished so far?