Pitt County reports about $2.3M in opioid settlement funds; letter of intent opens Dec. 1
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Summary
County fiscal staff told the Board of Health the opioid settlement balance is about $2.3 million, including recent receipts and rollover funds; the county expects to budget at least $1 million for subawards in the 2026–27 application cycle and will open letters of intent Dec. 1–Jan. 9.
Angie, speaking for county finance staff at the Pitt County Board of Health's November meeting, said the county has roughly $2.3 million in opioid settlement funds available for local programming and will open a subaward process starting Dec. 1.
Angie reported the county has received $1,310,677.51 in settlement payments since Aug. 1 and $38,071.82 in interest since July 1; the combined opioid balance is approximately $2.3 million, which includes about $615,000 that is already encumbered for subawards from a prior cycle. She said the county expects to award at least $1,000,000 during the 2026–27 application process, subject to new receipts and interest.
The county is working with the City of Greenville on a transfer of $124,004.89 that, if approved by the city, would bring the city’s total transferred amount to $625,365.62. Angie said county and city staff collaborated on strategy development and stakeholder workshops; she described more than 120 people and organizations on the stakeholder contact list.
Angie also said the county signed on to receive payments from Purdue, which will add an estimated $1,800,000 to the opioid settlement fund over the life of that settlement, and that the county continues to receive smaller distributor and pharmacy payments as they are processed.
She announced the timeline for grant applicants: the letter of intent will open Dec. 1 and close Jan. 9, and sample LOIs and application materials are posted on the Pitt County Health Department website. Angie offered to provide the board a list of the payers associated with each deposit on request.
Board members asked questions about unspent awards from previous cycles and were told staff are working with subgrantees — particularly larger organizations whose internal contracting delays have slowed expenditures — to help move funds into service delivery.