Section I: Applicant Organization

A. Organization Description

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.

The organization's founder, Executive Director Mary "Malika" McCall, brings an unmatched combination of lived experience and professional commitment to TRI's mission. Having spent her formative years — from age three through eighteen — in New Jersey's foster care system, and having subsequently overcome homelessness and legal 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. Today, she also operates Giving It A Woman's Touch Painting & Janitorial Service, a Newark-based business she has deliberately structured as an apprenticeship and employment pathway for program participants.

TRI operates with an independent contractor (1099) staffing model that maximizes the proportion of every grant dollar directed to direct participant services. All personnel engaged under NJLEAD contracts are required to meet organizational standards for qualifications, attend all NJDOC monthly meetings and facility events, maintain contemporaneous documentation of all participant contacts, and report directly through the organizational hierarchy to the Executive Director. This model has produced 100% on-time grant reporting and zero compliance violations across all active funding relationships.

B. Commitment to Diversity, Inclusivity, and Culturally Humble Care

Team Resurrection Inc. is a Black American-owned, minority-owned, woman-owned nonprofit. Every aspect of TRI's program design reflects the community it serves: 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.

TRI's Director of Re-Entry Services, Kenneth Wilson, brings thirty-two years of professional experience at East Jersey State Prison, where he developed evidence-based reentry programming and built extensive relationships with currently and formerly incarcerated individuals. His expertise in conflict resolution, trauma-informed approaches, and comprehensive reentry planning is central to TRI's service model.

Community Outreach Specialist Shynell McCall serves simultaneously as a Police Sergeant with the Irvington Police Department (promoted 2019, 11+ years of service) and as TRI's bridge between law enforcement and the communities most affected by incarceration. This dual role creates unique trust with participants who have historically had adversarial relationships with law enforcement, and it enables TRI to navigate the intersection of public safety and community healing with credibility on both sides.

TRI's programming is explicitly gender-responsive, recognizing that women returning from incarceration face distinct barriers related to child custody, domestic violence, and economic marginalization. The organization integrates trauma-informed care principles across all services, ensuring that every point of contact is grounded in an understanding of how systemic trauma shapes participant behavior and needs.

C. Demonstrated Need for Trauma-Informed Reentry Services in Newark

Newark, New Jersey's largest city, sits in Essex County — a county that consistently reports among the highest rates of incarceration and reentry population in the state. The concentration of returning citizens in Newark's West Ward, where TRI is headquartered, is particularly acute. Individuals released from New Jersey state prisons without parole supervision — those who have "maxed out" their sentences — represent the most underserved segment of this population: they exit incarceration without mandatory check-ins, without assigned case managers, and without a structured support system of any kind.

The consequences of this gap are measurable. Research consistently identifies housing instability as the single strongest predictor of recidivism: individuals who cannot secure stable housing within 30 days of release are significantly more likely to return to incarceration within one year. Newark's housing market presents extraordinary barriers to this population. Median rents in Newark have risen substantially in recent years, and returning citizens — who typically lack rental history, verifiable income, and references — are systematically excluded from the conventional rental market. Emergency shelter capacity in Essex County is consistently at or near capacity, and existing transitional housing programs are heavily prioritized for individuals with parole requirements or court-mandated placements.

The result is a critical gap: "maxed-out" individuals in Newark exit state prison with no housing, no case management, no structured support system, and diminishing prospects of finding stable placement without intensive, immediate intervention. Without housing stability in the first days and weeks following release, all other services — employment, education, family reunification, behavioral health — become inaccessible. TRI's NJLEAD FY26 program is designed specifically to close this gap, providing immediate emergency housing combined with the intensive case management and wraparound services needed to achieve durable reintegration.

D. Current Programs and Demonstrated Outcomes

Team Resurrection Inc. currently operates a portfolio of programs totaling $864,500 in secured funding. Key programs include:

• Federal USDA Summer Food Program — $440,500 cumulative across 8 separate awards from the NJ Department of Agriculture, providing nutritional support to Newark youth through community-based feeding sites.
• City of Newark Antiviolence Grant — $124,000 (2023), supporting youth mentoring services in high-risk neighborhoods.
• Essex County Family Court — New Pathways Transitional Housing Program — $140,000 (APPROVED 2025), providing transitional housing and wraparound services for justice-involved youth ages 18–24.
• NJLEAD FY25 Category B — $160,000 (APPROVED October 2025), providing reentry supportive services and short-term housing for adults released from NJ state prison. This existing award establishes TRI as a demonstrated NJLEAD partner with a track record of compliance and service delivery.

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	100%
Compliance violations or audit findings	Zero
Arrest-free rate, 2023 City of Newark S.T.E.P. program	95%

E. Governance Structure and Reporting

Team Resurrection Inc. is governed by a Board of Directors and led administratively by Executive Director Mary "Malika" McCall. The organizational hierarchy for NJLEAD is as follows: Reentry Support Specialists report to Director of Re-Entry Services Kenneth Wilson, who reports directly to Executive Director Mary McCall. Program and Grants Manager Rebecca Mohr, LSW, holds cross-functional responsibility for both programmatic compliance and fiscal reporting. This structure ensures the direct access to agency leadership required by NJDOC.

F. Existing State, County, and Federal Contracts

Team Resurrection Inc. currently holds or has recently completed the following government-funded contracts: NJLEAD FY25 Category B (NJ Department of Corrections), New Pathways Transitional Housing Program (Essex County Family Court), City of Newark Antiviolence Grant (City of Newark), and Federal USDA Summer Food Program (NJ Department of Agriculture). All contracts have been managed in full compliance with reporting and fiscal requirements.

Section II: Program Approach

A. Program Design and Services

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.

The program offers the following core services to all enrolled participants:

• Emergency Housing Assistance — Immediate placement for individuals who exit state prison without housing, at a maximum rate of $99 per person per day for up to 30 days, using pre-vetted emergency housing providers in the Newark area.
• Short-Term Transitional Housing — Placement in vetted transitional housing for 61 to 180 days, providing the stability necessary for employment search, family reconnection, and independent living preparation. Housing costs include room, board, and basic utilities as appropriate.
• Fresh Start Support — Security deposits, first month's rent, and basic household furnishing assistance to facilitate transition to independent housing at the conclusion of the short-term placement.
• Intensive Case Management — A minimum of two structured contacts per week between the Reentry Case Manager and each participant, with crisis availability beyond scheduled contacts. Case managers conduct intake assessments, develop individualized service plans, facilitate referrals, and monitor progress toward housing and employment goals.
• Trauma-Informed Counseling — Licensed counseling services provided by a contracted clinical provider, addressing trauma, substance use, mental health, and the psychological dimensions of reintegration. Group and individual formats are available.
• Employment Readiness and Placement — Job readiness coaching, resume development, interview preparation, professional attire assistance, and active employer outreach leveraging TRI's relationships with second-chance employers in the Newark area.
• Education and Vocational Access — GED examination support, community college enrollment assistance, and connections to Essex County vocational training programs.
• Family Reunification — Facilitated family meetings, mediation for strained relationships, and logistical support for family contact where appropriate and safe.
• Transportation — Monthly bus passes and transportation assistance to ensure participants can access services, employment interviews, and required appointments.
• Food Security Linkage — Connections to Newark-area food resources, including TRI's own existing USDA food program relationships.

B. Total Returning Citizens to Be Served

TRI proposes to serve 8 to 12 adults during the FY26 program year, with a baseline target of 10 enrolled participants. This participant volume reflects a deliberate design choice to prioritize depth of service over breadth of reach: each participant will receive intensive, individualized case management, transitional housing lasting 61 to 180 days, and comprehensive wraparound services. The higher per-capita investment compared to programs serving larger numbers with shorter engagement periods is consistent with the evidence base showing that sustained, intensive support produces significantly better long-term housing stability and recidivism reduction outcomes.

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 (released without parole supervision) — the population facing the most acute service gap. Service area is Newark, New Jersey, with primary focus on the West Ward. Referrals are accepted from NJDOC facilities directly, NJDOC CERI office, faith community networks, and word-of-mouth through TRI alumni. Adults under NJ State Parole may be considered on a case-by-case basis after TRI meets service benchmarks for maxed-out individuals, consistent with NJDOC guidance.

C. Emergency and Supportive Housing Assistance Plan

TRI's housing model operates in two tiers that participants move through based on individual readiness and timeline:

Tier 1 — Emergency Housing (up to 30 days, max $99/person/day): For participants who exit prison with no immediate housing placement, TRI provides emergency housing at pre-vetted facilities in Newark. The $99/day rate covers shelter, meals where applicable, and basic necessities. Emergency placements are used only when no immediate transitional housing slot is available and are treated as a bridge to Tier 2 placement. TRI maintains relationships with emergency housing providers to ensure beds are accessible within 24–48 hours of release.

Tier 2 — Short-Term Transitional Housing (61–180 days): The primary housing track. TRI works with a network of pre-screened landlords, boarding house operators, and transitional housing facilities in Newark's West Ward and surrounding neighborhoods. Placements are vetted for safety, proximity to employment and transportation, and alignment with participant needs. Case managers conduct site visits to all housing placements within the first week and conduct monthly check-ins thereafter. Housing costs average approximately $1,500 per month per participant, covering room and utilities.

Fresh Start Transition: As participants approach the end of their short-term placement, the case manager works proactively to secure independent housing. Fresh Start funds cover security deposit, first month's rent, and basic household items (bedding, cookware, cleaning supplies) to reduce the financial barriers to independent living. TRI leverages Malika McCall's extensive network in Newark's housing community to identify landlords willing to work with returning citizens.

D. Existing and Proposed Partnerships

TRI's effectiveness is built on a robust network of community partnerships. Key partners for FY26 include:

• East Jersey State Prison (EJSP) — Director of Re-Entry Services Kenneth Wilson's thirty-two-year professional network at EJSP enables pre-release planning and warm handoffs for participants transitioning directly from that facility.
• Newark WorkForce Development Center — Employment readiness workshops, occupational skills training, and job placement services.
• Essex County Vocational Schools — Access to vocational and technical training programs for participants seeking trade credentials.
• Newark Community Solutions — Court navigation and legal support services for participants with ongoing court obligations.
• Giving It A Woman's Touch Painting & Janitorial Service (Malika McCall, Owner) — Direct employer of record for participants seeking skilled trade employment; structured apprenticeship pathway.
• Local Faith-Based Organizations — Emergency shelter linkage, community support, and referral networks.
• NJDOC Office of Community Engagement and Reintegration Initiatives (CERI) — Primary funder liaison; TRI staff will attend all CERI-convened meetings and facility reentry events.

E. Definition of Successful Program Completion

A participant is considered to have successfully completed the TRI NJLEAD FY26 program upon meeting all of the following criteria:

1. Completion of a minimum 90-day active program enrollment period.
2. Secured stable housing — either independent, shared, or transitional — at program exit, documented by a signed lease or letter of placement.
3. Active connection to at least one employment, education, or vocational training opportunity at exit.
4. Connection to community support systems (peer support, faith community, family network) at exit.
5. Zero new arrests during the program period.
6. Completion of a structured exit interview and individualized transition plan developed jointly with the case manager.

Participants who exit prior to 90 days due to circumstances beyond their control (e.g., medical hospitalization) are assessed individually. Participants who voluntarily disengage prior to 90 days without meeting exit criteria are recorded as unsuccessful completions. All exits — successful, unsuccessful, and administrative — are documented and reported to NJDOC in monthly programmatic reports.

F. Outreach and Advertising

TRI conducts outreach through multiple channels to ensure the program reaches those most in need: (1) direct outreach at NJDOC facilities through Kenneth Wilson's professional network and staff attendance at all NJDOC reentry events; (2) partnership with NJDOC CERI office, which connects eligible individuals to community-based providers; (3) referrals from faith community leaders and neighborhood organizations in Newark's West Ward; (4) word-of-mouth through TRI alumni, who are among the most credible messengers to individuals currently navigating reentry; and (5) coordination with Newark Community Solutions for referrals from individuals with open court matters.

G. Businesses That Hire Formerly Incarcerated Individuals

TRI maintains active employment relationships with the following employers who hire returning citizens: Giving It A Woman's Touch Painting & Janitorial Service (Malika McCall, owner — structured apprenticeship program); local construction and building trades contractors in Newark; Newark-area food service employers; and several small retail businesses in the West Ward whose owners have personal relationships with TRI leadership. TRI will continue expanding its second-chance employer network through the FY26 grant period.

H. Anticipated Challenges and Mitigations

• Housing scarcity in Newark: Newark's rental market is competitive, and many landlords are unwilling to accept returning citizens. TRI mitigates this through its pre-established landlord network, willingness to provide security deposits and first month's rent, and Malika McCall's direct relationships with housing providers developed over fifteen years of nonprofit work in the West Ward.
• Independent contractor staffing model: Some grantors have questions about whether 1099 contractors constitute "hiring" in the traditional sense. TRI addresses this proactively: all contractors have signed service agreements requiring compliance with NJDOC documentation standards, meeting attendance, and direct supervisor accountability. The model is a fiscal advantage — $0 in fringe benefit overhead means more funds flow to participant services.
• High-need participant population: Individuals who have maxed out their sentences often have the longest incarceration histories and the most complex needs. TRI mitigates this through intensive case management ratios, crisis protocol availability, and licensed counseling integrated into the program design from day one.

I. Data Management and Collection Methodology

TRI uses a dual-track data management system that ensures both internal accountability and compliance with NJDOC reporting requirements. All program staff log participant contacts and services in Monday.com, TRI's project management and case tracking platform, within 24 hours of each contact. Simultaneously, for each contact with an NJLEAD-eligible participant, a paper NJLEAD Contact Sheet is completed and retained in the participant's physical file. Program and Grants Manager Rebecca Mohr, LSW, verifies on a weekly basis that all contacts and services are recorded in both systems.

The following data points are tracked for each participant from intake through exit:

• Intake date, referral source, and demographic information
• Housing placement date, provider, and type (emergency vs. short-term)
• All service contacts (date, type, duration, provider)
• Employment status (monthly update)
• Education or training enrollment status
• Arrest record (verified monthly through available public records)
• Program exit date, exit status (successful/unsuccessful), and post-exit housing status

Section III: Reporting

A. Programmatic Management

As a grassroots organization that has grown significantly in scale and capacity, Team Resurrection Inc. is well-positioned to meet all NJLEAD programmatic reporting requirements. TRI has contracted Rebecca Mohr, LSW, as Program and Grants Manager — the primary agent responsible for monthly programmatic reporting of the details of all services provided to individual participants.

Each time any contact is made with a program participant or a service is provided, a TRI team member logs the contact in Monday.com and completes an NJLEAD Contact Sheet for all NJLEAD-qualified participants (those released within the past seven years from NJ state prison). Reentry Support Specialists and the Resident Assistant report all data to Rebecca Mohr through Monday.com on a rolling basis. Rebecca Mohr verifies weekly that all service contacts have been recorded in both Monday.com and the physical NJLEAD Contact Sheet system.

In accordance with NJDOC requirements, programmatic reports — including Partner Service Data Spreadsheets and scanned NJLEAD Contact Sheets — are submitted monthly via email. Quarterly programmatic reports are submitted via GrantVantage. All NJLEAD staff attend NJDOC monthly meetings and reentry events at facilities and RCRPs as required.

B. Fiscal Management

Rebecca Mohr, LSW, serves as both Program and Grants Manager and fiscal reporting agent for the NJLEAD FY26 award. She is responsible for fiscal reporting of the details of all fiscal expenditures and agency auditing protocols. Each expense eligible for NJLEAD funding — according to the approved budget and participant eligibility — is reported to Rebecca Mohr, who reviews and documents all expenditures against approved budget line items.

TRI maintains its accounts using QuickBooks, which provides transaction-level documentation for all income and expenditures. All expenditures are supported by receipts, invoices, and contractor agreements. Fiscal reports are submitted quarterly via GrantVantage in accordance with NJDOC requirements. Annual financial statements are prepared by an independent CPA. Rebecca Mohr's resume, which documents her qualifications and experience in program and fiscal management, is included in the supporting documents attached to this application.

Section IV: Budget Narrative

This section provides the narrative justification for each budget line item requested under the NJLEAD FY26 Category B award. The complete budget worksheet has been completed on the official NJDOC .xlsx form and is attached as a separate document. All amounts are for the implementation period July 1, 2026 through June 30, 2027.

A. Personnel — $80,000

Reentry Services Case Manager (Full-Time, 1099 Contractor) — $55,000: The full-time Case Manager is the primary point of contact for all enrolled NJLEAD participants, managing a caseload of 8–12 individuals simultaneously. Responsibilities include participant intake and assessment, individualized service plan development, minimum two structured contacts per week with each participant, housing placement coordination, employer outreach, attendance at all NJDOC monthly meetings and reentry events at facilities and RCRPs, contemporaneous documentation of all contacts in Monday.com and on NJLEAD Contact Sheets, and monthly report preparation. The $55,000 rate is consistent with experienced reentry case management professionals in the Newark area and represents 100% allocation to the NJLEAD initiative.

Reentry Support Specialist (Part-Time, 1099 Contractor) — $25,000: The part-time Support Specialist provides supplemental case management coverage, conducts participant intake screenings, assists with housing placements, accompanies participants to appointments when needed, and supports the full-time Case Manager during high-demand periods. The $25,000 rate reflects a part-time engagement (approximately 20 hours per week) at a rate commensurate with experience, with 100% allocation to the NJLEAD initiative. Note: per NJDOC Q&A guidance, organizations applying for awards under $50,000 may hire one part-time specialist; TRI's application exceeds this threshold and includes both a full-time and part-time position.

Note on 1099 Staffing Model: All TRI personnel are engaged as independent contractors (1099). This model provides equivalent accountability — all contractors have written service agreements, direct supervisor oversight through Kenneth Wilson and Rebecca Mohr, and are contractually required to meet all NJDOC documentation and attendance requirements. The 1099 model is a fiscal strength: $0 in fringe benefit overhead means that 100% of personnel costs represent direct service capacity, and more than 50% of the total grant budget is allocated to direct participant-facing services (housing, counseling, employment, education, and support).

B. Fringe Benefits — $0

No fringe benefits are budgeted. All personnel engaged under this award are independent contractors (1099). Per NJDOC regulations, fringe benefits apply only to full-time W-2 employees. The absence of fringe costs reflects TRI's organizational structure and represents a fiscal advantage: the full $80,000 personnel allocation is directed to qualified service delivery rather than overhead.

C. Program Implementation Costs — $5,000

• Mobile Phones (2) — $1,200: Two smartphones for the full-time and part-time case managers, enabling field-based contact with participants, crisis accessibility beyond office hours, and mobile documentation of contacts. Annual service plans included.
• Laptops with Virtual Communication Software (2) — $3,000: Two laptop computers for case managers to access Monday.com, complete NJLEAD documentation, participate in NJDOC virtual meetings, and prepare programmatic reports. Includes case management software licenses.
• All-in-One Printer/Scanner/Copier/Fax (1) — $800: For printing participant documents, scanning NJLEAD Contact Sheets for monthly email submission, and maintaining physical participant files.

D. Services Gap Funding — $132,750

D1. Counseling Services — $12,000: Licensed trauma-informed counseling services contracted with a vetted clinical provider in the Newark area. Services include individual counseling sessions and group counseling. Budget supports approximately 24 group sessions and 48 individual sessions across the program year, serving all enrolled participants. Counseling addresses trauma, substance use, mental health maintenance, and the psychological challenges of reintegration. Per NJDOC Q&A guidance, counseling services may be outsourced to licensed providers and budgeted under the Counseling Services line.

D2. Education — $5,000: GED examination fees, study materials, online course subscriptions, community college enrollment application fees and initial tuition, and costs associated with professional certification programs. Serves participants seeking to complete secondary education or begin post-secondary training as a foundation for employment.

D3. Employment Readiness, Training, and Placement Assistance — $10,000: Job readiness workshops facilitated by the case manager and contracted employment specialists; professional resume development and printing; interview coaching and mock interview sessions; professional attire for job interviews and first weeks of employment; fees for occupational skills certifications (e.g., OSHA 10, food handler certifications, forklift operator certification) that open employment pathways.

D4. Family Reunification Assistance — $5,000: Facilitated family meetings at TRI's office or neutral location; professional mediation services for strained family relationships; transportation assistance for participants and family members to attend meetings; costs associated with supervised visitation when children are involved. Family reconnection is a documented protective factor for reentry success and long-term housing stability.

D5. Food Security Assistance — $0: TRI will leverage its existing partnerships developed through the USDA Summer Food Program to connect participants with Newark-area food resources at no additional cost to this grant.

D6. Housing Assistance and Fresh Start — $92,750 (MANDATORY): This is the core of TRI's housing-first program design. The housing line funds three components:

• Emergency Housing Phase: For participants who exit state prison without any housing placement, TRI provides immediate temporary shelter at pre-vetted locations at a maximum rate of $99 per person per day for up to 30 days. Budget: 10 participants × $99/day × 30 days = $29,700.
• Short-Term Transitional Housing: The primary housing track, covering 61 to 180 days of transitional housing placement at an average cost of $1,500 per month per participant. Budget: 10 participants × $1,500/month × 4 months = $60,000.
• Fresh Start Transition Support: Security deposits, first month's rent for independent housing, and basic household items (bedding, cookware, cleaning supplies) to fund the final transition from program housing to independent living. Budget: $3,050.

Fresh Start support — security deposits and first month's rent for the transition to independent housing — is funded within this line as well. The housing line at 36% of total direct costs reflects TRI's commitment to the housing-first model and the evidence base supporting immediate stable housing as the foundational intervention for successful reintegration.

D7. Transportation — $8,000: Monthly bus passes for all enrolled participants throughout their active program enrollment, enabling access to employment sites, service appointments, NJDOC check-ins, and educational programs. Budget: 10 participants × $89/month (NJ Transit monthly pass) × 9 months = $8,010, rounded to $8,000.

E. Indirect Costs — $32,250 (14.8% of Total Direct Costs)

Indirect costs are calculated at 14.8% of total direct costs ($217,750 × 0.148 = $32,226, rounded to $32,250), which does not exceed the maximum 15% allowed under NJDOC guidelines. Indirect costs cover:

• Executive Director (Mary McCall) administrative time allocated to grant oversight, compliance, and organizational management (~5%)
• Program and Grants Manager (Rebecca Mohr, LSW) overhead for data system management, GrantVantage reporting, and fiscal documentation (~5%)
• Organizational overhead: office supplies, postage, communications, GrantVantage subscription, Monday.com subscription, QuickBooks license (~5%)

Total Direct Costs: $217,750
Indirect Costs (14.8%): $32,250
Total Grant Request: $250,000