Healthcare may be changing, but your Good Neighbor is always here to help.

aka Good Neighbor Health Clinic and Red Logan Dental Clinic   |   White Riv Jct, VT   |

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GuideStar Charity Check


EIN: 03-0346949


The Good Neighbor Health Clinics promote the health of people in the Greater Upper Valley who are in need and do not have the means to pay, by providing free medical and dental care, mentoring aspiring health care professionals, and advocating for the improved access to dental and health care.

Ruling year info


Executive Director

Elizabeth Austin

Main address

70 N Main St PO Box 1250

White Riv Jct, VT 05001 USA

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Subject area info

Community health care

Health care clinics

Dental care

Population served info


LGBTQ people

Immigrants and migrants

Economically disadvantaged people

Substance abusers

Show more populations served

NTEE code info

Community Health Systems (E21)

Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Red Logan Dental Clinic

The Red Logan Dental Clinic provides free dental care to Great Upper Valley residents of VT and NH who are in need and do not have the means to pay.

Population(s) Served
Economically disadvantaged people
Immigrants and migrants
Unemployed people
LGBTQ people

The Good Neighbor Health Clinic provides free medical care with the generous volunteer hours from primary care physicians, speciality physicians, nurses, medical students, and many others.

Population(s) Served
People with diseases and illnesses
LGBTQ people
Economically disadvantaged people
Immigrants and migrants
Substance abusers

Where we work


Public Health Champion Award 2023

Public Health Council of the Upper Valley

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of participants with improved knowledge about smoking and how to reduce it

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success


Number of people unable to obtain or delaying needed medical care

This metric is no longer tracked.
Totals By Year
Type of Metric

Context - describing the issue we work on

Direction of Success


Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Good Neighbor Health Clinic aims to ensure that community members in the Greater Upper Valley have access to essential health resources necessary for their mental, physical, and social well-being.

To accomplish this goal, the organization employs several strategies:

a. Providing Free Medical and Dental Care: Good Neighbor Health Clinic offers free medical and dental services to individuals in need who do not have the means to pay. This ensures that even those facing financial constraints can access necessary healthcare services without worrying about the cost.
b. Advocating for Improved Access to Health and Dental Care: Good Neighbor Health Clinic advocates for policies and initiatives aimed at improving access to health and dental services for all community members. This may involve engaging with policymakers, raising awareness about healthcare disparities, and collaborating with other community organizations to address systemic barriers to access. By amplifying the voices of underserved populations and raising awareness about healthcare disparities, the clinic strives to influence policy decisions, allocate resources more equitably, and implement innovative solutions that prioritize the health needs of marginalized and underserved communities.
c. Fostering Community Engagement and Collaboration: Good Neighbor Health Clinic actively fosters community engagement and collaboration to amplify its impact and address healthcare challenges holistically. By partnering with local organizations, community leaders, and volunteers, the clinic creates a network of support that enhances healthcare access, promotes health education, and strengthens community resilience. This collaborative approach ensures that the clinic's efforts are informed by community insights and priorities, fostering a sense of ownership and collective responsibility for advancing health equity and well-being across the Greater Upper Valley.

By implementing these strategies, Good Neighbor Health Clinic aims to create a community where everyone, regardless of their financial situation, can access the healthcare resources they need to lead healthy and fulfilling lives.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from the people we serve, It is difficult to identify actionable feedback


Fiscal year: Jul 01 - Jun 30

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2023 info

SOURCE: IRS Form 990


Average of 15.81 over 10 years

Months of cash in 2023 info

SOURCE: IRS Form 990


Average of 8.4 over 10 years

Fringe rate in 2023 info

SOURCE: IRS Form 990


Average of 22% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990


Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data


Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data


Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of GOOD NEIGHBOR HEALTH CLINICS, INC.’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2019 2020 2021 2022 2023
Unrestricted surplus (deficit) before depreciation $12,498 $125,737 $276,506 $221,269 $107,491
As % of expenses 1.8% 20.2% 40.9% 27.0% 10.9%
Unrestricted surplus (deficit) after depreciation -$18,738 $94,599 $243,614 $185,933 $68,409
As % of expenses -2.5% 14.5% 34.3% 21.8% 6.7%
Revenue composition info
Total revenue (unrestricted & restricted) $742,540 $793,008 $889,581 $1,170,996 $1,192,176
Total revenue, % change over prior year -2.8% 6.8% 12.2% 31.6% 1.8%
Program services revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 1.2% 0.9% 1.5% 1.4% 3.5%
Government grants 26.8% 37.8% 15.1% 12.5% 13.2%
All other grants and contributions 70.0% 61.3% 71.8% 84.4% 83.4%
Other revenue 2.0% 0.0% 11.6% 1.7% 0.0%
Expense composition info
Total expenses before depreciation $712,660 $622,961 $676,440 $818,870 $987,252
Total expenses, % change over prior year 1.9% -12.6% 8.6% 21.1% 20.6%
Personnel 72.1% 71.4% 67.6% 72.1% 68.0%
Professional fees 2.6% 0.0% 0.0% 0.0% 0.7%
Occupancy 7.3% 4.8% 3.6% 4.3% 6.0%
Interest 0.0% 0.0% 0.1% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 18.0% 23.9% 28.7% 23.6% 25.3%
Full cost components (estimated) info 2019 2020 2021 2022 2023
Total expenses (after depreciation) $743,896 $654,099 $709,332 $854,206 $1,026,334
One month of savings $59,388 $51,913 $56,370 $68,239 $82,271
Debt principal payment $0 $0 $99,304 $0 $0
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $803,284 $706,012 $865,006 $922,445 $1,108,605

Capital structure indicators

Liquidity info 2019 2020 2021 2022 2023
Months of cash 4.0 9.0 9.8 12.2 7.5
Months of cash and investments 7.7 13.8 15.7 16.4 14.0
Months of estimated liquid unrestricted net assets 6.1 11.3 13.2 13.9 12.7
Balance sheet composition info 2019 2020 2021 2022 2023
Cash $235,476 $464,719 $549,709 $831,625 $620,121
Investments $224,571 $252,707 $337,251 $290,874 $529,655
Receivables $27,952 $44,024 $42,454 $60,491 $231,021
Gross land, buildings, equipment (LBE) $1,090,780 $1,093,815 $1,111,549 $1,118,711 $1,123,373
Accumulated depreciation (as a % of LBE) 45.5% 46.9% 49.1% 50.9% 54.1%
Liabilities (as a % of assets) 1.6% 9.9% 3.4% 3.3% 5.5%
Unrestricted net assets $956,380 $1,065,979 $1,309,593 $1,495,526 $1,563,935
Temporarily restricted net assets $22,812 N/A N/A N/A N/A
Permanently restricted net assets $100,000 N/A N/A N/A N/A
Total restricted net assets $122,812 $159,336 $150,516 $199,705 $297,138
Total net assets $1,079,192 $1,225,315 $1,460,109 $1,695,231 $1,861,073

Key data checks

Key data checks info 2019 2020 2021 2022 2023
Material data errors No No No No No


The people, governance practices, and partners that make the organization tick.

Form 1023/1024 is not available for this organization

Executive Director

Elizabeth Austin

Number of employees

Source: IRS Form 990


Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.


Board of directors
as of 05/09/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board co-chair

Mr. Todd Allen

Board co-chair

Ms. Barbara Farnsworth

Dartmouth Hitchcock Medical Center

Term: 2017 - 2026

Jeremy Eggleton

Orr & Reno

Barbara Farnsworth

Dartmouth Health

Tonya Gammell

Hypertherm, Inc.

Charles Kimbell

Business Owner

Kyle Seibert

Our Savior Lutheran Church

William Cioffredi

Cioffredi & Associates

Todd Allen

Retired, Mascoma Wealth Management

Patricia Monahan

Mascoma Bank

David Nierenberg

Dartmouth Health, Geisel Medical School

Rick Adams


Laura Beidler

Research Project Manager, DHMC

Brooke Herndon

Campaign Director, Accessio Strategies

Craig Cohen

Retired Oral Surgeon

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 5/9/2024

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity

Race & ethnicity

No data

Gender identity

No data

Transgender Identity

No data

Sexual orientation

No data


No data

Equity strategies

Last updated: 02/12/2023

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.