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becanse we were taking employees out of their woricplace. However, we felt the long-term benefits of a highly trained work force would altimately prove to be invaluable and offset the short-terme, negative effects. Our goal is to deliver a high quality and timely service to ou
Before I get into the report on our current status and one plans for the future, I would like to point out the progress we have made to date.
As you know, Mr. Chairman, change is alwzys hard, and we have bad our share of troubles as we have implemented USDA's reorganization, bowever, by June 1996 we had made more loans to more producers for more dollars than a the same time the year before. We accomplished this in addition to reducing our delinquencies. As the same time we also were implementing disaster assistance in more than 200 counties affected by the drought, plus implementing the provisions of the Federal Agriculture Improvement and Reform Act of 1996 (1996 Fum Bil) in record time.
Oo the following pages we will provide exhibits and information on the current status of agricultural credit as it relates to those programs atministered by the FSA in Texas. We have included all information as of December 31, 1996, that reflects the number of borrowers, the
mount owed, delinquencies, and timelines required to complete the low making process. We have provided pertinent information regarding the direct and gureated loan program, possible effects of the 1996 Fum Bin, and hopefully, some discussion points that will enable us to deliver Our programs in a more efficient manner.
We have some very specific goals for 1997 and plans to achieve those goals. Our first
goal is to complete all loans in the mandated time by April 1, 1997. To accomplish this will
require cooperation by all interested parties, including producers, bankers, and the FSA. We will
continue training all FSA employees.to increase our pool of well-trained employees. We have
already increased the number of employees with loan-approval authority which will expedite
We have taken and will continue to seek many steps to provide assistance to our loan
officers to expedite approval and the loan application process. We plan to use our contracting wthority, possible reassignments of temporary details, and the use of overtime to provide the
manpower to expedite loan processing.
Our second goal is to settle all guaranteed loan loss claims in a timely and current
manner. We will continue training our employces and customers to prepare and analyze
applications and loss claims in a proper and consistent manner. We have already begun the
process of streamlining the review process and will continue to use District Directors and State
Office personnel to expedite settlement of loss claims.
Ow third goal is to continue the reduction of our delinquent direct loan accounts. These
delinquent accounts have accumulated for several years. We hope to reduce the delinquent dollar
amount by S100 million in 1997. We have several employees who spend a considerable amount
of time in the resolution and settlement of these accounts.
Our fourch, and possibly most important, goal is to provide more courteous, more professional, and more timely service to all of our customers in an efficient manner. The
institutional challenges and changes required of us by the merger of the former ASCS and FmHA were probably greater than my of us had anticipated. We certainly struggled with the laws
pertaining to supervision of federal and non-federal employees in the same workplace. All of our
employees have remained willing and dedicated to providing service to producers.
In closing, let me again thank you for coming to Lubbock, Texas, and for allowing us this PERTINENT INFORMATION ON CURRENT STATUS OF NUMBER OF BORROWERS AND AMOUNTS OF LOAN
opportunity to testify before this Committee. We remain committed with you to provide better
service to our customers -- for our Government.