JCP&L's Proactive Push to Ease NJ's Energy Burden

MORRISTOWN, NJ – December 01, 2025 – As winter approaches and households across New Jersey face persistent financial pressures, Jersey Central Power and Light (JCP&L) is intensifying its efforts to connect customers with crucial financial aid. The FirstEnergy subsidiary is deploying a dedicated outreach team and hosting community events, like an upcoming session in Burlington County, to streamline access to the state's Universal Service Fund (USF). While seemingly a public service initiative, this proactive strategy is a core component of the utility's playbook for navigating economic headwinds, ensuring customer stability and, by extension, its own operational resilience.

Beyond the Bill: Deconstructing the USF Lifeline

For thousands of New Jerseyans, the monthly utility bill represents a significant financial burden. Recognizing this, the state's Universal Service Fund is designed not as a temporary fix, but as a year-round program to make energy costs manageable for low- to moderate-income households. The program's impact was significantly amplified following a New Jersey Board of Public Utilities (NJBPU) decision in October 2025, which expanded benefits to address rising energy costs and growing demand.

To qualify, a household's gross income must be at or below 60% of the State Median Income—approximately $92,108 for a family of four under current guidelines. Additionally, their energy burden must exceed 2% of their annual income for electricity, or 4% if they use electric heat. For those who meet the criteria, the relief is substantial. The minimum monthly bill credit was quadrupled from $5 to $20, with a maximum possible credit of $200 per month and an annual cap of $1,800.

Perhaps the most transformative element is the USF Fresh Start Program. Eligible customers with overdue balances of $60 or more are automatically enrolled, giving them the opportunity to have their entire past-due balance forgiven after making 12 consecutive on-time payments for their current bills. This initiative provides a tangible pathway out of debt, preventing the cycle of arrears and disconnection that can destabilize both families and a utility’s revenue stream. The program's availability was also recently extended, allowing participation once every five years, offering a recurring safety net in a volatile economy.

From Reactive to Proactive: A Shift in Utility Outreach

Simply having assistance programs available is only half the battle; awareness and accessibility are often the largest hurdles. This is where JCP&L's strategy demonstrates a crucial shift from reactive support to proactive engagement. The company's Energy Assistance Outreach Team (EAOT) is central to this effort, acting as a dedicated concierge service to guide customers through what can be an intimidating application process.

"We understand many customers are concerned about home energy costs," stated Doug Mokoid, President of FirstEnergy New Jersey, in a recent announcement. "We want them to know that JCP&L has their back! Our Energy Assistance Outreach Team can help customers get back on track and keep their homes comfortable."

This commitment is being put into action on the ground. On December 4, JCP&L will host a free utility assistance event at the Country Lakes Firehouse in Browns Mills, a community within its Burlington County service area. From 10 a.m. to 4 p.m., EAOT members will be available for one-on-one sessions to help residents complete and submit USF applications. This hands-on approach removes barriers for those who may lack reliable internet access, are uncomfortable with online forms, or simply need clarification on eligibility. For a regulated utility, this is more than just good corporate citizenship; it is a direct investment in customer retention and payment consistency, mitigating the risk of widespread delinquencies.

The Power of Partnership: Building a Community Safety Net

JCP&L’s event in Burlington County highlights another pillar of a resilient community strategy: collaboration. The utility is not acting in isolation. It has assembled a coalition of community partners, creating a one-stop-shop for residents facing multifaceted financial challenges. The presence of the New Jersey Board of Public Utilities lends regulatory authority and provides a direct line to state-level program administrators.

The inclusion of the New Jersey Supplemental Nutritional Assistance Program (SNAP) is particularly insightful. It acknowledges that a household struggling with energy bills is often facing food insecurity as well. By integrating these services, JCP&L and its partners can provide more holistic support, increasing the likelihood that a family can regain overall financial stability. Other partners, such as BoldAge PACE, which serves the elderly, and various local resource centers, further extend the safety net to the most vulnerable populations.

This networked approach is a powerful tool for a company like JCP&L. It embeds the utility within the local social service infrastructure, fostering goodwill and creating efficient referral pathways. Instead of being seen as an impersonal entity sending bills, the company positions itself as an active partner in community well-being. This social license to operate is an invaluable, if intangible, asset for any regulated business.

A Model for Resilient Returns in a Regulated Market

While JCP&L's outreach is making a tangible difference for its customers, it also serves as a case study in modern utility management. In the highly regulated energy sector, stability is paramount. The NJBPU has made it clear through its expansion of the USF program and its mandates for utility outreach that energy affordability is a top priority. Companies that execute this mandate effectively, like JCP&L with its EAOT and community events, are not only complying with regulations but are also engaging in astute risk management.

Every customer who successfully enrolls in USF is a customer less likely to default. Every dollar of an overdue balance forgiven through Fresh Start is a potential write-off converted into a stable, paying account. This proactive management of customer accounts receivable directly contributes to a more predictable revenue stream—the bedrock of "resilient returns" for an investor-owned utility like parent company FirstEnergy.

By investing in customer financial health, JCP&L is ultimately investing in its own. This strategy reduces the administrative and operational costs associated with collections and service disconnections, builds positive relationships with regulators, and strengthens the economic fabric of the communities it is obligated to serve. In an era of economic uncertainty, this dual-focus on customer welfare and operational stability is not just a commendable approach; it is a necessary one for long-term success.