ACCA/ Annandale Cares 
The information on this page was last updated 7/3/2026. If you see errors or omissions, please email: [email protected]
Summary
ACCA is a church-related voluntary organization providing rental assistance, day care, food, furniture, and other services to low-income families in the Annandale/Bailey's Crossroads area.
Contact information
Mailing address:
Annandale Cares
7200 Columbia Pike
Annandale, VA 22003
Website: accacares.org
Phone: 703-256-0100
Email: [email protected]
Organization details
EIN: 540836157
CEO/President: Isabel Ballivian
Chairman: Bonnie Lefbom
Board size: 47
Founder:
Ruling year: 1968
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
ACCA operates assistance programs and helps to support allied programs that serve community needs by meeting the emergency and critical needs of clients.
Mission statement
The Annandale Christian Community for Action, incorporated as ACCA, Inc., is an alliance of 27 churches in the Annandale community and adjacent areas. The purpose is to unite all Christians of the community to promote and sponsor Christian social action. The guiding principle is "doing what Jesus would do."
Statement of faith
Donor confidence score
Show donor confidence score details
To understand our donor confidence score, click here.
Transparency grade
C
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Community Development
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 178 of 1412 | 33 of 145 |
| Fund acquisition rating | | 162 of 1412 | 19 of 145 |
| Resource allocation rating | | 493 of 1412 | 64 of 145 |
| Asset utilization rating | | 475 of 1413 | 52 of 145 |
According to the organization's Form 990, it received $5,277,105 in government grants in 2025.
To understand our financial efficiency ratings, click here.
Financial ratios
| Funding ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 6% | 0% | 0% | 0% | 0% | 0% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 4% | 0% | 0% | 0% | 0% | 0% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 91% | 85% | 87% | 90% | 94% | 93% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 5% | 0% | 0% | 0% | 0% | 0% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 9% | 15% | 13% | 10% | 6% | 7% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 86% | 87% | 88% | 92% | 92% |
Spending ratio Spending ratio = Total expenses / Total revenue | 97% | 86% | 103% | 99% | 97% | 89% |
Program output ratio Program output ratio = Program services / Total revenue | 79% | 74% | 90% | 87% | 89% | 82% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 3% | 14% | -3% | 1% | 3% | 11% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 4% | 27% | -8% | 1% | 7% | 34% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 11% | 14% | 13% | 12% | 8% | 8% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.01 | 1.46 | 1.89 | 1.68 | 2.30 | 1.64 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.87 | 1.08 | 1.13 | 1.13 | 1.16 | 1.08 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.16 | 1.58 | 2.13 | 1.90 | 2.67 | 1.78 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 11.81 | 7.26 | 4.58 | 11.11 | 8.43 | 12.43 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.08 | 0.14 | 0.22 | 0.09 | 0.12 | 0.08 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 4.74 | 6.57 | 4.40 | 5.74 | 3.96 | 6.22 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 10% | 13% | 20% | 20% | 15% | 42% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 76% | 59% | 43% | 47% | 37% | 35% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $2,760,649 | $2,262,055 | $2,381,335 | $2,325,121 | $3,158,463 |
| Receivables, inventories, prepaids | $648,864 | $569,748 | $685,261 | $459,042 | $770,210 |
| Short-term investments | $412,726 | $59,943 | $56,932 | $56,972 | $174,614 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $3,822,239 | $2,891,746 | $3,123,528 | $2,841,135 | $4,103,287 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $279,776 | $349,714 | $390,655 | $438,225 | $321,753 |
| Other long-term assets | $9,337 | $12,558 | $15,117 | $17,754 | $20,037 |
| Total long-term assets | $289,113 | $362,272 | $405,772 | $455,979 | $341,790 |
| Total assets | $4,111,352 | $3,254,018 | $3,529,300 | $3,297,114 | $4,445,077 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $290,004 | $224,007 | $237,042 | $336,877 | $313,329 |
| Other current liabilities | $236,271 | $407,802 | $44,024 | $0 | $16,660 |
| Total current liabilities | $526,275 | $631,809 | $281,066 | $336,877 | $329,989 |
| Debt | $3,211 | $4,124 | $7,999 | $7,749 | $5,218 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $420,500 | $165,704 | $1,529,152 |
| Total long-term liabilities | $3,211 | $4,124 | $428,499 | $173,453 | $1,534,370 |
| Total liabilities | $529,486 | $635,933 | $709,565 | $510,330 | $1,864,359 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $3,555,542 | $2,594,707 | $2,796,357 | $2,734,279 | $2,518,523 |
| With donor restrictions | $26,324 | $23,378 | $23,378 | $52,505 | $62,195 |
| Net assets | $3,581,866 | $2,618,085 | $2,819,735 | $2,786,784 | $2,580,718 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $5,948,398 | $5,184,126 | $5,398,284 | $7,339,950 | $7,591,487 |
| Program service revenue | $964,883 | $708,340 | $570,097 | $439,572 | $555,696 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $51,280 | $43,096 | $1,624 | $1,516 | $1,748 |
| Other revenue | $21,799 | $22,093 | $4,611 | $20,367 | $16,040 |
| Total other revenue | $1,037,962 | $773,529 | $576,332 | $461,455 | $573,484 |
| Total revenue | $6,986,360 | $5,957,655 | $5,974,616 | $7,801,405 | $8,164,971 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $5,179,993 | $5,385,440 | $5,220,635 | $6,975,848 | $6,711,924 |
| Management and general | $842,586 | $773,865 | $721,030 | $619,491 | $571,911 |
| Fundraising | $0 | $0 | $0 | $0 | $0 |
| Total expenses | $6,022,579 | $6,159,305 | $5,941,665 | $7,595,339 | $7,283,835 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | $963,781 | ($201,650) | $32,951 | $206,066 | $881,136 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $963,781 | ($201,650) | $32,951 | $206,066 | $881,136 |
Compensation
| Name | Title | Compensation |
| Isabel Ballivian | Executive Director | $130,908 |
| Karen M Bieber | Program Manager | $112,362 |
Compensation data as of: 6/30/2025
Response from ministry
No response has been provided by this ministry.
The information below was provided to MinistryWatch by the ministry itself. It was last updated 7/3/2026. To update the information below, please email: [email protected]
History
The year was 1967. Fred Ruffing of Alexandria was faced with a dilemma. Fred and his wife Emily worked with a government-subsidized day care center in Mount Pleasant Baptist Church. However, low-income families who left welfare and obtained jobs were no longer eligible for subsidized daycare for their children. Without such daycare, they would be forced to stop working and go back on welfare.
Faced with this "Catch-22" situation, Fred and Emily decided to do something about it. They organized a meeting with representatives of eight local churches to set up a day care center to provide assistance to the working poor. They marshaled support from the county and from local donors. They succeeded in meeting the need, and the organization they founded - the Annandale Christian Community for Action - branched out into other activities, all under the banner of "doing what Jesus would do". Over time, the organization that started with eight churches grew until it reached its current membership of 27. The initial concentration on daycare grew to address a host of other needs: emergency food, delivery of basic furniture, emergency financial assistance, transportation to medical appointments, and housing rehabilitation.
The daycare center is now the ACCA Child Development Center, which provides developmental childcare and early education for almost 200 infants, toddlers, and preschoolers. For about 10 years, the CDC was housed in the facilities of ACCA churches. In 1977, after the closing Annandale Elementary School, the County leased part of the building to ACCA, and built an Infant/Toddler Center and a Pantry on the site.
The ACCA Pantry collects from churches, schools, community groups and local businesses and delivers food and other necessities on an emergency basis to area households. ACCA's Emergency Assistance program handles financial emergencies such as payment for rent, utilities, prescription drugs, and minor car repairs for low-income families who have few resources to fall back on in a crisis. These ministries provide a safety net while the families recover stability. Furniture ministry volunteers collect and distribute gently used furniture to needy recipients, while volunteers from the Transportation ministry provide rides to medical appointments.
As partners with Rebuilding Together, ACCA volunteers spend a Saturday in April repairing houses - more than 110 homes have been repaired or rehabilitated since 1990. The annual CROP Walk raises funds for Church World Service, a portion of which is returned to ACCA.
Except for the staff of CDC, all services are provided by volunteers.
ACCA works closely with the Fairfax County Department of Neighborhood and Community Services and local churches to ensure that those receiving help are truly needy. ACCA's ability to respond quickly to food and financial needs makes it more flexible than government assistance and able to prevent small emergencies from escalating. Assistance is provided regardless of ethnicity or religion. According to Deputy County Executive for Neighborhood and Community Services Patricia Harrison, "ACCA has long been an important partner in our efforts to ensure healthy child and youth development, prevent homelessness, build families, and mitigate the impacts of poverty. ACCA exemplifies the role of community and faith-based organizations."
Few of the founding members are left to guide the organization but new volunteers have stepped forward and the organization continues on. In 1976, founder Fred Ruffing was tragically killed in an accident; Emily worked in the Child Development Center until 2010. In tribute to the Ruffings, ACCA provides several four-year scholarships for college students with disabilities.
The ACCA model of a faith-based organization collaborating with County government has been duplicated in other areas of Fairfax County. It is a sterling example of the power of volunteers from various Christian churches working together to put Christ's words into action. As Emily Ruffing has said, " the most beautiful thing about ACCA is seeing people of various faith working together in harmony for a common objective".