The National Center on Sexual Exploitation 
The information on this page was last updated 3/15/2024. If you see errors or omissions, please email: [email protected]
Summary
The National Center on Sexual Exploitation (NCOSE) is the leading organization exposing the links between all forms of sexual abuse and exploitation.
Taking down the multi-billion-dollar sexual exploitation industry is no easy feat. NCOSE has built the infrastructure that is equipped to stand toe-to-toe against the world's pornographers, pimps/sex traffickers, sex buyers, and exploitation profiteers. With an expansive grassroots network, Research Institute, embedded litigation law firm, training team, and global coalition-paired with our cutting-edge public policy and corporate advocacy tactics-NCOSE is realizing major progress every day. Victories that used to take years are now happening within weeks!
Contact information
Mailing address:
The National Center on Sexual Exploitation
1201 F St NW
Ste 200
Washington, DC 20004
Website: endsexualexploitation.org
Phone: 202-393-7245
Email: [email protected]
Organization details
EIN: 132608326
CEO/President: Dawn Hawkins / Kindsey Pentecost Chadwick
Chairman: Ron DeHaas
Board size: 20
Founder: Morton Hill and Others
Ruling year: 1963
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
We believe in a world free from sexual abuse and exploitation. We believe every human being deserves the opportunity to live life to its fullest potential; to pursue dreams and ambitions; express creativity and hone talents; seek beauty, truth, and faith; experience hope, joy, and love with family and friends-to thrive. Such a vision requires not only individuals and institutions that work towards its realization but also a culture that embraces its responsibility to preserve and protect human flourishing. We aspire to create that culture.
Mission statement
The National Center on Sexual Exploitation (NCOSE) exists to build a world where people can live and love without sexual abuse and exploitation. Defending Human Dignity. Opposing Sexual Exploitation.
Statement of faith
Donor confidence score
Transparency grade
C
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Advocacy
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 884 of 1104 | 32 of 42 |
| Fund acquisition rating | | 1074 of 1105 | 42 of 42 |
| Resource allocation rating | | 972 of 1105 | 35 of 42 |
| Asset utilization rating | | 204 of 1104 | 8 of 42 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 9% | 27% | 14% | 2% | 4% | 12% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 7% | 27% | 13% | 2% | 4% | 11% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 96% | 100% | 96% | 100% | 99% | 98% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 7% | 14% | 14% | 5% | 5% | 11% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 4% | 0% | 4% | 0% | 1% | 2% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 81% | 76% | 74% | 87% | 86% | 74% |
Spending ratio Spending ratio = Total expenses / Total revenue | 94% | 189% | 91% | 52% | 73% | 100% |
Program output ratio Program output ratio = Program services / Total revenue | 76% | 144% | 67% | 45% | 63% | 74% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 6% | -89% | 9% | 48% | 27% | 0% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 9% | -227% | 12% | 78% | 93% | -4% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 10% | 9% | 12% | 8% | 8% | 15% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.10 | 2.26 | 0.91 | 0.77 | 2.06 | 6.94 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.43 | 1.52 | 1.22 | 1.01 | 1.05 | 1.24 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.06 | 3.43 | 1.11 | 0.78 | 2.16 | 8.57 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 12.54 | 1.24 | 4.10 | 14.87 | 4.96 | 1.13 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.08 | 0.81 | 0.24 | 0.07 | 0.20 | 0.88 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 4.89 | 0.68 | 8.19 | 14.30 | 4.43 | 0.16 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 16% | 53% | 20% | 7% | 20% | 75% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 65% | 21% | 88% | 121% | 39% | 4% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $1,096,737 | $3,154,935 | $3,467,646 | $825,180 | $159,180 |
| Receivables, inventories, prepaids | $597,843 | $1,008,440 | $41,584 | $33,065 | $9,357 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $1,694,580 | $4,163,375 | $3,509,230 | $858,245 | $168,537 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $818,382 | $847,349 | $31,197 | $30,215 | $26,055 |
| Other long-term assets | $57,870 | $57,870 | $13,562 | $13,562 | $13,562 |
| Total long-term assets | $876,252 | $905,219 | $44,759 | $43,777 | $39,617 |
| Total assets | $2,570,832 | $5,068,594 | $3,553,989 | $902,022 | $208,154 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $7,609 | $62,636 | $31,652 | $118,159 | $38,781 |
| Other current liabilities | $1,356,532 | $951,836 | $204,392 | $55,000 | $110,000 |
| Total current liabilities | $1,364,141 | $1,014,472 | $236,044 | $173,159 | $148,781 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $1,053 | $4,533 | $7,333 |
| Total long-term liabilities | $0 | $0 | $1,053 | $4,533 | $7,333 |
| Total liabilities | $1,364,141 | $1,014,472 | $237,097 | $177,692 | $156,114 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $741,691 | $3,129,122 | $3,316,892 | $724,330 | $52,040 |
| With donor restrictions | $465,000 | $925,000 | $0 | $0 | $0 |
| Net assets | $1,206,691 | $4,054,122 | $3,316,892 | $724,330 | $52,040 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $3,053,378 | $4,897,921 | $5,299,636 | $2,508,102 | $1,415,991 |
| Program service revenue | $14,181 | $125,283 | $26,952 | $10,441 | $25,437 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $673 | $62,655 | ($6,927) | $9,435 | $406 |
| Other revenue | $0 | $0 | $2,738 | $0 | $0 |
| Total other revenue | $14,854 | $187,938 | $22,763 | $19,876 | $25,843 |
| Total revenue | $3,068,232 | $5,085,859 | $5,322,399 | $2,527,978 | $1,441,834 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $4,429,565 | $3,397,570 | $2,393,123 | $1,603,904 | $1,061,697 |
| Management and general | $550,462 | $552,432 | $226,729 | $154,719 | $216,819 |
| Fundraising | $825,474 | $661,929 | $127,152 | $97,065 | $165,639 |
| Total expenses | $5,805,501 | $4,611,931 | $2,747,004 | $1,855,688 | $1,444,155 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | ($2,737,269) | $473,928 | $2,575,395 | $672,290 | ($2,321) |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($2,737,269) | $473,928 | $2,575,395 | $672,290 | ($2,321) |
Compensation
| Name | Title | Compensation |
| Benjamin Bull Esq | Senior VP & Director, Law Center | $247,550 |
| Patrick Trueman | President | $204,582 |
| Mark L Crozet | VP & Director of Development | $198,000 |
| Peter Gentala | Lead Counsel | $196,572 |
| Dawn Hawkins | CEO | $194,429 |
| Eleanor Gaetan | VP & Dir Policy | $144,609 |
| Michael Shively | Research | $142,200 |
| Christen Price | Counsel | $108,886 |
| Daniell Pinter | Counsel | $107,026 |
Compensation data as of: 6/30/2022
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 3/15/2024. To update the information below, please email: [email protected]
History
Since 1962, NCOSE has been an advocate for human dignity, a voice for those who have suffered sexual abuse and exploitation, and a driver of personal and cultural change.
This experience has given us a unique, panoramic perspective enabling us to see that we cannot separate different forms of exploitation as we seek lasting solutions and that the work for human dignity is not and cannot be limited by partisanship or sectarianism of any kind.
The movement to end sexual exploitation looked much different in 1962 than it does today, but this core truth remains: NCOSE's successes are a beacon of hope to all those who felt voiceless and powerless to confront the destructive impacts of sexual exploitation on their lives.
For a timeline, visit: https://endsexualexploitation.org/about/ncose-history/
Program accomplishments
What are these victories that have sparked the hopes of so many? While everyone has their own personal favorite, some of our significant achievements include:
The hotel industry's removal of on-demand pornography from the television offerings in guest rooms;
Major changes to Google ads, GooglePlay, and YouTube;
Resolutions declaring pornography a public health crisis passed in four states (with more to come);
Disney's removal of a sex trafficking scene in its Pirates of the Caribbean rides;
Stopping a bill in New Hampshire that would have fully decriminalized prostitution;
Ending the sale of pornography at U.S. Army and Air Force exchanges;
Walmart's removal of eroticized child nudity books from its online store;
Marsh supermarkets removal of Cosmopolitan from checkout lanes in its more than 80 stores;
Stopping mainstream hotels from hosting a sex industry expos;
Working with major airlines to improve their policies prohibiting the viewing of pornography on planes.