Team Resurrection Inc. (TRI) is a 501(c)(3) nonprofit organization founded in 2010 by Mary “Malika” McCall and headquartered at 172 16th Avenue in Newark, New Jersey’s West Ward. For fifteen years, TRI has provided culturally grounded, trauma-informed services to Newark’s most vulnerable populations—justice-involved youth and adults, families experiencing housing instability, and individuals navigating the complex barriers of reintegration following incarceration.
Team Resurrection’s track record demonstrates what intensive, community-based reentry services can achieve: 91% of program graduates remain arrest-free in the year following discharge, 85% successfully complete program requirements, and 78% secure employment within program timeframes. These outcomes reflect a deliberate model built on lived experience, deep community trust, and housing-first principles—the same model now proposed for NJLEAD FY26.
The organization’s founder, Executive Director Mary “Malika” McCall, brings lived experience and professional commitment to TRI’s mission. Having spent ages three through eighteen in New Jersey’s foster care system and having overcome homelessness and justice system involvement, Ms. McCall founded Team Resurrection with the conviction that those who have lived the experience are best positioned to guide others through it. She also operates Giving It A Woman’s Touch Painting & Janitorial Service, a Newark-based business structured as an apprenticeship and employment pathway for program participants.
TRI operates with an independent contractor (1099) staffing model that maximizes grant dollars directed to participant services, achieving 100% on-time reporting and zero compliance violations across all active funding relationships. TRI’s workforce operates across three tiers: 1099 contractors form the core of NJLEAD delivery—a full-time Reentry Services Case Manager and a part-time Support Specialist, both under signed service agreements with full NJDOC documentation requirements; consultants provide specialized services including licensed counseling and employment readiness; and volunteers—including faith-based representatives and TRI alumni peer mentors—support outreach functions at no cost to NJLEAD.
Team Resurrection Inc. is a Black American-owned, minority-owned, woman-owned nonprofit. Staff are Newark residents with firsthand experience navigating the systems—criminal justice, foster care, public housing, and workforce development—that TRI’s participants must also navigate.
Kenneth Wilson, Director of Re-Entry Services, brings 32 years of direct experience inside NJ state correctional institutions, including East Jersey State Prison. His institutional knowledge means TRI can initiate pre-release planning well before a participant’s discharge date. Community Outreach Specialist Shynell McCall serves simultaneously as a Police Sergeant with the Irvington Police Department (11+ years), creating unique trust with participants who have historically had adversarial relationships with law enforcement. TRI’s programming is explicitly gender-responsive. Services are accessible regardless of race, ethnicity, gender identity, sexual orientation, disability, family composition, or immigration status, and are responsive to the needs of parents and their minor children.
Newark sits in Essex County—a county that consistently reports among the highest rates of incarceration and reentry population in the state. Approximately 14,000 individuals are released from NJDOC facilities annually, yet the majority lack stable housing, employment, and community support on their release date. Individuals who have “maxed out” their sentences are the most underserved: they exit incarceration without mandatory check-ins, assigned case managers, or any structured support system.
Research identifies housing instability as the single strongest predictor of recidivism. Nationally, 67% of formerly incarcerated individuals are rearrested within three years (Bureau of Justice Statistics, 2018); over 70% lack stable housing on the day of release (Urban Institute, 2015). Stable housing reduces recidivism by 30–50%, and gainful employment reduces it by up to 40% (Uggen, 2000). Newark’s housing market presents extraordinary barriers—returning citizens lack rental history, verifiable income, and references, and are systematically excluded from the conventional market. Emergency shelter capacity in Essex County is at or near capacity, and existing transitional housing programs are prioritized for individuals with parole requirements. TRI’s NJLEAD FY26 program is designed to close this gap.
Team Resurrection Inc. currently operates a portfolio of programs totaling $864,500 in secured funding:
Across these programs, TRI has achieved the following documented outcomes:
| Outcome Measure | Rate Achieved |
|---|---|
| Arrest-free rate post-program discharge | 91% |
| Successful program completion rate | 85% |
| Employment placement rate | 78% |
| Stable housing placement post-program | 70% |
| Court compliance rates (where applicable) | 90% |
| On-time grant reporting / compliance violations | 100% / Zero |
TRI is governed by a Board of Directors and led by Executive Director Mary “Malika” McCall. Reentry Support Specialists report to Director of Re-Entry Services Kenneth Wilson, who reports to the Executive Director. Program and Grants Manager Rebecca Mohr, LSW, holds cross-functional responsibility for programmatic compliance and fiscal reporting, ensuring direct access to agency leadership as required by NJDOC.
TRI currently holds: NJLEAD FY25 Category B (NJDOC), New Pathways Transitional Housing (Essex County Family Court), City of Newark Antiviolence Grant, and Federal USDA Summer Food Program (NJ Dept. of Agriculture). All contracts are managed in full compliance with reporting and fiscal requirements. TRI understands that NJLEAD funds cannot supplant existing services and will use this award exclusively to expand programming for individuals not covered under existing contracts.
TRI’s NJLEAD FY26 program employs a housing-first model that treats stable shelter as the essential precondition for all other reintegration outcomes. The program combines emergency housing for individuals with no immediate placement with short-term supportive housing for those transitioning toward independent living, providing a seamless continuum of care across both phases.
TRI’s model addresses the most dangerous moment in reentry: the first 72 hours after release. Nationally, 30% of recidivism events occur within the first two weeks of release—largely because returning citizens have no safe place to go. TRI’s 24/7 Emergency Housing tier eliminates this gap. No participant leaves the facility without a confirmed bed.
The program offers the following core services to all enrolled participants:
TRI proposes to serve 10 to 14 adults during the FY26 program year, with a baseline target of 12 enrolled participants. Each participant will receive intensive case management, transitional housing averaging five months within the 61- to 180-day range, and comprehensive wraparound services. Eligible participants are adults released from New Jersey state correctional facilities within the past seven years, with priority given to individuals who have “maxed out” their sentences. Service area is Newark, with primary focus on the West Ward. This participant volume reflects an intentional depth-over-breadth design: research confirms that intensive, well-resourced programming with smaller cohorts produces superior long-term outcomes (Petersilia, 2003; La Vigne et al., 2008). TRI’s own 85% completion rate and 91% arrest-free rate are the product of that intensity.
TRI’s housing model operates in two tiers. Participants move through tiers based on individual readiness, and TRI’s partner network accommodates stays from under one week through extended arrangements up to one year.
Tier 1—24/7 Emergency Housing (up to 30 days, max $99/person/day): For participants who exit prison with no immediate housing, TRI provides emergency housing at pre-vetted Newark facilities. The $99/day rate covers shelter, meals, and basic necessities. Malika McCall’s direct relationships with housing providers ensure beds are accessible within hours of release.
Tier 2—Short-Term Transitional Housing (61–180 days): The primary housing track. TRI works with pre-screened landlords, boarding house operators, and transitional housing facilities in Newark’s West Ward, vetted for safety, proximity to employment and transportation, and alignment with participant needs. Housing costs average approximately $1,500/month per participant. Extended arrangements beyond 180 days are available through TRI’s landlord network.
Fresh Start Transition: As participants approach the end of their placement, case managers secure independent housing. Fresh Start funds cover security deposit, first month’s rent, and basic household items, leveraging Malika McCall’s extensive Newark housing network.
TRI’s effectiveness is built on a robust network of community partnerships. Key partners for FY26 include:
A participant is considered to have successfully completed the TRI NJLEAD FY26 program upon meeting all of the following criteria:
Participants who exit prior to 90 days due to circumstances beyond their control are assessed individually; voluntary disengagement without meeting exit criteria is recorded as unsuccessful completion. All exits are documented and reported to NJDOC in monthly programmatic reports.
TRI conducts outreach through: (1) direct outreach at NJDOC facilities through Kenneth Wilson’s network and staff attendance at reentry events; (2) NJDOC CERI partnership; (3) referrals from faith leaders and West Ward organizations; (4) TRI alumni serving as credible messengers; and (5) Newark Community Solutions referrals for individuals with open court matters.
TRI maintains employment relationships with: Giving It A Woman’s Touch Painting & Janitorial Service (Malika McCall, owner—structured apprenticeship); local construction and building trades contractors; Newark-area food service employers; and West Ward retail businesses whose owners have personal relationships with TRI leadership.
TRI uses a dual-track data management system. All staff log participant contacts in Monday.com within 24 hours; simultaneously, a physical NJLEAD Contact Sheet is completed for each contact and retained in the participant’s file. Rebecca Mohr, LSW, verifies weekly that all contacts are recorded in both systems. Data tracked per participant includes: intake date, referral source, and demographics; housing placement date, provider, and type; all service contacts; monthly employment and education status updates; arrest record verification; and program exit date, status, and post-exit housing placement.
Team Resurrection Inc. has contracted Rebecca Mohr, LSW, as Nonprofit & Grants Consultant responsible for monthly programmatic reporting and quarterly fiscal reports. Each participant contact triggers completion of an NJLEAD Contact Sheet, reported to Rebecca on a rolling basis. In accordance with NJDOC requirements, programmatic reports—including Partner Service Data Spreadsheets and scanned Contact Sheets—are submitted monthly via email; quarterly reports are submitted via GrantVantage. All NJLEAD staff attend NJDOC monthly meetings and reentry events at facilities and RCRPs as required.
Each NJLEAD-eligible expense is reported to Rebecca Mohr, who reviews all expenditures against approved budget line items. TRI maintains accounts using QuickBooks with transaction-level documentation. All expenditures are supported by receipts, invoices, and contractor agreements. Financial statements are prepared by independent accountants, Jitasa. Rebecca Mohr’s resume documenting her qualifications is included in supporting documents. TRI’s 100% on-time reporting record across all active grants—federal, state, and local—is the baseline expectation our team brings to every funding relationship. TRI will cooperate fully with any financial or compliance audits.
Section IV: Budget Narrative—The complete budget narrative and official NJDOC budget worksheet (.xlsx) are attached as separate documents.
I certify that the information contained in this application is accurate and complete, that the proposed program will be operated in accordance with applicable NJDOC requirements, and that Team Resurrection Inc. has the organizational capacity to implement this program as described.
Mary “Malika” McCall, Executive Director Date
Team Resurrection Inc. | 172 16th Ave, Newark, NJ 07103 | (973) 991-3594 | tryresurrection@aol.com
EIN: 20-8965784 | UEI: WGHLGCP9E2S5 | www.teamresurrectioninc.org