Full text of A Farm Loan Development Program for Country Banks

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A FARM
LOAN DEVELOPMENT
PROGRAM FOR
COUNTRY BANKS

/) FEDERAL RESERVE BANK OF ATLANTA

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FOREWORD
In its Monthly Review of December 31,1943, the Federal Reserve
Bank of Atlanta published an article entitled “Succeeding with
Farm Loans.” In this article were outlined certain broad
principles and practices that have been followed in whole or in
part by Sixth District country banks that have been notably suc­
cessful in this field of lending.

This article was greeted by a widespread and enthusiastic
response from banks and farm organizations. The nature of this
response gave evidence of a lively interest in this subject both on
the part of progressive banks who seek to serve the farmers of
their communities and on the part of farmers who look to their
local banks for financial accommodations in time of need.
The pamphlet which I am here submitting to you goes far
toward amplifying and making concrete the practices that were
merely suggested in the Review article. This pamphlet which
has just been published by the Federal Reserve Bank of St. Louis
and which was prepared by Darryl R. Francis, agricultural
economist of the St. Louis Bank’s research staff, has seemed to
me to be so excellent that I am greatly pleased to be able to make
reprints of it available to member banks in the Sixth District.

Success in farm lending, as in any other enterprise, depends
to a great extent on careful planning. The program here outlined
will be of great assistance to you in making such plans. It is not
the product of armchair thinking. On the contrary, this program
was worked out only after Mr. Francis had first consulted with a

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group of progressive country bankers drawn from all parts of the
Eighth District and had received their criticisms and suggestions.
The detailed program that emerged, therefore, embodies activities
that have been proved worth while and practical in actual experi­
ence.
I am certain that you will find in this program a great many
practical suggestions that will prove helpful to you in building
up your farm loan business, and I am, therefore, commending it
to your attention in the earnest hope that you will adopt for your
own use as much of it as seems feasible.


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Federal Reserve Bank of St. Louis

W. S. McLarin, Jr., President
Federal Reserve Bank of Atlanta

A FARM LOAN DEVELOPMENT
PROGRAM FOR COUNTRY BANKS
Successful businesses plan their operations. They do not
operate on a day-to-day basis without thought as to what comes
next. The operating plans in business vary, considerably between
individual enterprises. Some businesses make comprehensive
plans a year or more in advance, plans that are recorded and
followed out almost to the letter. Other businesses make less
comprehensive plans and even may follow programs that are
largely carried in the minds of the managing officers. A mental
plan is better than no plan, but in most cases it is less effective
than a well-considered plan that is recorded in writing and
adhered to as closely as. subsequent developments permit.
Plans that are made in advance, of course, are subject to
change. Conditions six months hence may necessitate some
adjustment in a program. Alert management is always ready to
recognize and adopt improvements in operation. Adjustments in
a well-thought-out plan, however, are usually relatively minor,
and do not materially change the over-all program of a business.
In recent years competition for the credit business of the farm
customers of country banks has increased tremendously. The
insurance companies have made more aggressive efforts to obtain
mortgage loans. Finance companies of various types have sought
outlets in smaller towns, and manufacturers and jobbers have
offered credit on more favorable terms. Finally, the agencies of
the F. C. A. and other Government lending agencies have provided
broader lending facilities to borrowers in the small towns and
rural sections of the country.
In this competitive situation the country bank which operates
today without a definite program for soliciting and servicing
the credit needs of local borrowers runs the risk of becoming
little more than a clearing house for local checking accounts and
an investor in low-yield Government securities. On the other


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hand, country banks that have worked out progressive loan
development programs have been able, despite active competition
and decreased over-all demand for farm credit, to maintain
reasonable farm loan volume and a favorable earning position.
At the same time, they are providing a high type of rural
community service.
Much has been written in recent years about activities which
country banks might adopt to improve their standing in the
community and at the same time open up profitable new lines of
business. Much that has been written, however, has lost
considerable of its effectiveness because relatively little attention
has been devoted to the ways in which the various recommended
activities might be dovetailed into a practical operating program
that could be adopted and followed through by a country bank.

The farm loan development program described here contains
little that is new in the way of country bank activities. This
program, however, attempts to show how a number of activities
of proved effectiveness may be fitted into a year’s operation with
a follow-up calendar to provide for easy and timely activation of
the various projects included in the program.

This proposed program may be too comprehensive for many
banks and may include more activities than a bank’s management
would desire to undertake. The program is outlined, however, in
such a way that it is feasible and practical for a country bank to
select one, two, or more of the individual activities and fit them
together for its own use. For example, a bank might feel that its
facilities would not justify more than one or two activities. Such
a bank might want to build a program around direct mail and
'customer relations, which are activities Nos. VI and VIII.
Another bank, for example, might feel that activities Nos. II, III,
and IX would make up a program that would be most effective
in its particular situation. Therefore, it will be understood that
while this program is presented in the belief that it is practical
and would prove profitable for most country banks as outlined,
nevertheless, any one, two or more of the activities would be
extremely worth while for an individual bank to undertake
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!

without using the remainder of the program. Banks that have
not followed definite development programs in the past may wish
to begin with a less comprehensive plan. Banks that have already
developed a few special activities, however, may decide that the
adoption of a more comprehensive program will increase the
effectiveness of their efforts.

An outline of the sample loan development program begins on
page 23. It contains twelve major activities that are felt to have
wide application and which have been tested in practice. Other
activities, of course, might have been included. Individual banks
in undertaking a loan development program would undoubtedly
incorporate other activities that have special local appeal.
The sections which follow give some discussion of the factors
involved in developing the twelve major activities included in
the program.
1. Survey of farm loan potential—A

survey of the bank’s farm
loan potential is a desirable preliminary to the development of a
complete program. A survey of farm credit in the area served
should consider two factors: First, the number of loans and the
dollar amount of credit outstanding, and second, the total number
of loans and dollar amount of farm credit extended during the
preceding twelve-month period. Most farm loan agencies make
reports from which it is possible to piece together a fairly accurate
over-all picture. The American Bankers’ Association has
published data which make possible valuable local tabulations.
The Federal Reserve Bank is in a position to provide help to a
member bank which desires a survey for the area it serves. The
bank itself, through obtaining reports from the other lenders
in the community and through a tabulation from the county
chattel mortgage and real estate mortgage records, can develop an
accurate picture of the farm credit needs in the area. Deputies
in the county offices can sometimes be employed for a nominal fee
to make tabulations from county records, and valuable follow-up
information can often be obtained by furnishing the county
recorder with specially prepared cards for tabulating current
filings and recordings.

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After totals for the area have been obtained the bank can
estimate with reasonable accuracy its possibilities for the ex­
pansion of farm credit services. In estimating potentials,
consideration should be given to probable developments in the
immediate future. For example, an estimate being made at the
present time would need to consider the future credit requirements
for soil conservation practices and articles of farm equipment,
household appliances, etc. which should soon become available
A
in increasing quantities.
II. Provision for adequate field service—Experience in recent
years of many country banks and other agricultural credit agencies
indicates that more adequate field service must be maintained by
banks if they are to continue to obtain a fair share of the farm
loan requirements in their trade area. Adequate field service
means carrying out a systematically organized plan for visiting
the farm homes of customers and potential customers. In some
cases field work can be done by officers of the bank. Where other
duties make it impossible for officers to spend sufficient time in
the country, however, the addition of a specialized farm repre­
sentative is advisable if the volume of prospective business
warrants.
Field service may be divided into two major activities, pro­
motional and extension. Promotional field work includes an
orderly solicitation of loans from individual farmers. This means
contacting farmers on the farm, discussing their problems
sympathetically with them, and presenting the advantages of
bank services clearly to them. Many banks have found this type
of field work to be very profitable. It is becoming increasingly
apparent, however, that a good extension service worked together
with an active solicitation program is most effective. In order to
provide a practical extension service it is essential that the farm
representative be a man well trained in the technical aspects of
farming—in other words, a county agent type of man. Many
banks have employed men of this background and are providing
a high type of extension service that is greatly appreciated by
local farm people.
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The extension type of service is an excellent indirect approach
to obtaining new business and it has proved to be a very effective
means of channeling new deposits and new loan accounts
to the banks that provided such service. The question as to
whether or not a bank should employ a well-trained agricultural
specialist depends on its individual circumstances. There are
banks, of course, in which it is more practical for the field
contacts to be made by present officers. Other banks find the
employment of a specialized farm man to be highly advantageous.
In any event, if a country bank is to maintain and enhance its
position in the community a well-organized field service is
becoming more and more essential.
III. Establishment of a permanent credit card file—Many
country banks have developed comprehensive credit card files,
and their experience has been highly satisfactory. A welldeveloped credit card file can become the basis for many of the
activities worked into an over-all development program. It is a
simple matter to develop a useful card file. In every county there
are from one to three agencies that maintain current mailing
lists of all farmers in the county. Agency regulations sometimes
prevent public access to the lists. In most counties, however, it
is possible to obtain from one source or another a reasonably
complete farmer mailing list. This is the starting point to a
complete credit card file. Once a list is obtained the officers of
the bank can review the names and check each individual with
whom they are acquainted, as desirable or undesirable credit
risks. Then through confidential discussions with reliable farm
customers through the county, and local farm leaders, it is possible
to obtain a fairly accurate rating of the farmers who are not
known by officers of the bank. It is, therefore, relatively simple
to break down the original list into desirable and undesirable risks.

As soon as this breakdown is completed the names can be
transcribed to specially prepared individual credit cards. These
cards should provide space for tabulation of the size of the farm,
the approximate net worth, debts, etc., of the individual farmer,
as well as a notation regarding the farmer’s character and his

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managerial ability. The bank officers can provide this information
on present customers, and much data can be obtained from
responsible farmers in a local community as to the approximate
financial position of many of the non-customers. The county
assessor’s records, as well as the chattel mortgage and farm real
estate mortgage records, yield excellent information as to the
approximate assets and liabilities of many farmers in the county.
These records are available to bank officers or employees.
As soon as the list of farmers is transcribed to individual cards
the credit file becomes a very useful tool. It can be referred to
for immediate information regarding the financial position of a
farmer who may apply to the bank for credit but who has not
previously had business dealings with the bank. Information as
to character alone is helpful to a bank officer in discussing an
applicant’s problems on the first contact. The card file also forms
an excellent basis for working out systematic field contacts and
serves as a mailing list for direct mail activities.
The files may be divided into two major groups—present
borrowers and non-borrowers. The present borrower section
may be subdivided into active and inactive sections. In that way
orderly field contacts to inactive borrowers can be made. The
non-borrower section may be subdivided into desirable rTsks and
doubtful risks. The desirable risk section may be further divided
into special attention prospects and less likely prospects. This
division is especially helpful in planning contacts with non­
borrowers by directing special effort toward desirable risks who
regularly borrow but are not customers of the bank. This group
could be known as “special attention prospects.” The other
group of desirable risks would be the type of farmer who does not
borrow but is a desirable depositor. An occasional token call
could be made to this group, but certainly not with the regularity
that should be the case with the special attention prospect group.

The doubtful risk section of the file should be divided into poor
moral risks and poor managers. The bank probably could not
justify the expense of field contacts or direct mail to the poor moral
risk group. At many banks, however, the group listed as poor
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managers should receive some attention. This is especially true
if the bank has a qualified farm representative who could give
some managerial assistance to the borrower who is regarded as a
poor manager. Some banks have found that by providing man­
agerial help to this type of borrower he becomes a reasonably
good credit risk.
The special attention prospect group would provide a mailing
list for direct mail promotional effort. An occasional mailing
might be made to the other desirable risks, and in some instances
to the poor manager group of the doubtful risk category. Thus,
a well-organized credit card file can be developed into a funda­
mental element of the over-all farm loan development program.

IV. The farm loan file—Any bank that embarks on a compre­
hensive development program should at the outset decide on a
complete set of farm loan forms, and an individual file should be
provided for the loan papers of each farmer borrower. There
are many forms available that might be used, or new forms may
be developed by the individual bank to meet its particular needs.
A complete set of loan forms and records is essential to the
constructive extension of farm credit. A history of the credit
transactions of the individual farmer as developed from complete
annual loan records is an excellent guide to bank officers in future
credit decisions. Without complete records such a history is
difficult to compile.
V. Advisory council of farm customers—The advisory council
idea has not been used extensively by commercial banks. Gov­
ernment agencies, however, have used it with considerable success.
An advisory council can be of help to a bank in two major ways.
First, if properly organized and directed it will furnish down-toearth suggestions as to what service farm customers expect from
their bank. Second, the recognition afforded an individual farmer
through such a connection makes him anxious to help the
institution. He automatically becomes an outpost of information,
and indirectly may become one of the best salesmen that could be
developed for bank services.


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Many banks whose boards of directors are primarily composed
of farmers may not feel the need of an advisory farm group. On
the other hand, there are some banks serving rural communities
which would benefit from the advice and support given by such
a group.
The advisory council as outlined in the sample program calls
for two meetings with bank officials each year. At these meetings
current problems in the field of local agriculture can be frankly
discussed. * New ideas of bank officers may be presented for
discussion prior to their incorporation into the active program
of the bank, and a properly selected group of men on a council of
this kind is likely to submit to the bank new thoughts that can
be readily used to the advantage of the bank. Between meetings
it is well for bank officials to keep rather closely in touch with
men who are serving on the committee. Calls to their farms to
discuss current farm problems and to obtain information of a
credit nature are helpful to the bank and serve to maintain the
interest of the council members.
The council should be composed of progressive farmers who are
respected citizens of the community. It should be a strictly in­
formal body with its membership rotating from year to year among
as many qualified farmers as possible. The county extension agent,
however, might well be a permanent member of the council. In
selecting a council it is also well to bear in mind the advisability
of including men who are active in the various farm organizations
that may be strong in the community.

VI. Customer relations—A country bank is ill-advised to embark
on a comprehensive new business campaign without at the same
time working out and carrying on a definite customer relations
program. There is little merit in obtaining a new customer if
he is not at the same time provided with facilities and services
that will almost automatically make him want to continue to do
business with the bank. Most of the activities of the sample
program are designed to promote good customer relations, but
Section VI as outlined attempts to call attention to some of the
things not otherwise covered.
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One of the striking disappointments a stranger experiences when
he enters many country banks is the lack of attention he receives.
Too often he will stand in the lobby several minutes before he
gets an opportunity to ask a teller for the person he wishes to
see. This type of first contact does not create a feeling of good
will. On the other hand, many banks have arranged to have a
pleasant receptionist so located that she can immediately meet
and direct visitors of the bank to the officer or other individual
whom they wish to see. First contacts leave lasting impressions,
and one of the best ways to get off to a pleasant business relation­
ship with a new customer is to make his first meeting a pleasant
one. With a little thought and planning it is a simple thing to
accomplish.
The physical arrangements of the bank quarters are of great
importance in establishing good impressions and in maintaining
pleasant relationships. Many banks have sadly overlooked the
customer’s comfort when he is waiting for service. Attention
should be given to arranging the quarters so that comfortable
facilities are available for the people who come in. Comfortable
chairs, settees, etc. should be provided, and reading material of
the type that interests farmers should be readily available in the
waiting room. It may be that some banks have felt that the
complete absence of chairs and settees in the bank lobby would
effectively discourage town loafers, without realizing that it
might be more effective in discouraging potential or present
customers of the bank. Adequate restroom facilities are highly
appreciated by farm customers.

The officers’ desks should be arranged for easy accessibility,
and a confidential conference room should be available for private
discussions. Board rooms capable of accommodating twelve or
more people that can be made available to farm organizations for
small meetings are an asset to any country bank.

The proper handling of farmers’ requests for credit is most
important to a good customer relationship." Bank officers charged
with the responsibility of discussing credit problems with farmers
and making credit decisions should understand the farmers’


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position and discuss their problems from that viewpoint. A
realistic approach to credit must be taken with terms, disburse­
ments, and repayments worked out and adapted to the peculiar
needs of the individual farmer. One of the most delicate problems
in handling requests for credit is the approach to an applicant
whose request must be rejected or recast to make it acceptable.
Too frequently a loan officer, upon determining that an applicant’s
proposal is not in line with the bank’s credit policy, terminates
the discussion rather abruptly with a flat refusal to make the loan.
This way of handling loan refusals is not good public relations.
There is always a possibility that the applicant can adjust his
operations and ultimately be eligible for bank credit. There have
been many cases where loans have been rejected in such a manner
that the unsuccessful applicant actively recommended the bank to
his neighbors and friends as a good place to do business. On the
other hand, there have been many instances where loan rejections
were handled carelessly and the applicant left the bank with noth­
ing but ill will toward the institution.

Many loan rejections can be handled to the satisfaction of the
applicant. The bank officer should try to explain to the applicant
why his proposal does not appear to be sound. In many instances
•the officer can obtain the applicant’s concurrence with the
decision by carefully pointing out how the operation could be
adjusted to become eligible for credit. In the event that the appli­
cant’s desires might be satisfied by other lending organizations in
the area much good will can be created by directing him to the
proper people.
Interest rates are important to good customer relations. Most
farmers are fair-minded and expect the bank to earn a reasonable
return on the money it lends. On the other hand, farmers do
not have a kindly feeling for banks which maintain rates of interest
in excess of what the risk justifies in view of the prevailing cost
of money. A reasonable rate should be established and applied
uniformly to all farm borrowers.
Letters of appreciation are an excellent way of building and
maintaining good will. Letters of welcome to new depositors or
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new borrowers are greatly appreciated and will help bind a new
customer to the bank, and create in him a desire to continue the
relationship. When the borrower has repaid a loan in accordance
with the terms and plans originally laid down, a letter of appre­
ciation is very stimulating and helpful in drawing him back to
the bank in the event credit is required in the future.

These are just a few of the little things in a bank’s everyday
relations with customers that pay high returns.
VII. Special interests—The officers of most banks have certain
things in which they are particularly interested. Many such
special interests and hobbies can be very effectively woven into a
loan development program. Soil conservation, for instance, is
needed in most farming areas of the country and for many country
banks it can very practically become the underlying theme of
their farm loan development programs. The sample program as
outlined is built around soil conservation as a special interest. It
is anticipated that this interest will be played up in direct mail and
in discussions of better practices with farmers individually or in
groups. Newspaper advertising may be framed to display the
bank’s interest in soil conservation. The credit policies of the
bank should be designed to encourage wider use of soil improve­
ment practices. The bank’s special interest could also be shown by
offering awards to local farmers and junior farmers, and by its
support of the soil conservation activities of farm agencies, such
as the extension service, the soil conservation service, and the
Agricultural Adjustment Agency.

VIII. Direct mail—The use of the mails is probably the most
inexpensive means of telling a bank’s story to the public. It
is one of the easiest and most economical ways of obtaining new
business. An increasing number of banks are using this practical
way of interesting new people in their services. There are many
forms of direct mail that have proved effective, such as boxholder
distribution of specialized circulars, a series of related letters with
enclosed circulars for large mailing lists, and personal letters to
select smaller groups. There are many other types of direct

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mailings; for example, one that is gaining in popularity is the
house organ type of publication.

The direct mail program outlined in the sample development
program puts together four very effective types of mailings. To
begin with, the boxholder type of distribution is a very easy and
inexpensive means of reaching every farmer in the area. This
boxholder type of distribution reaches all types of farmers, both
desirable and undesirable from a credit standpoint. While it may
appear questionable to mail information to undesirable risks, there
is beyond doubt considerable value in having even that type of
farmer know what services are available at banks. Boxholder
mailing has been very effective where banks used attractive
circulars that really tell a story. The boxholder type of mailing
should be followed within a relatively short time by a series of
two, three, or more letters mailed at regular intervals to a select
list of farmers in the area. With the three-letter series as out­
lined in the sample program, mailings would be made at two-week
intervals to all the farmers in the area who were known to be
7
good risks but who were not borrowers of the bank. Circulars
explaining the services of the bank should be enclosed with each
letter. Circulars increase the effectiveness of the letter. Some
banks may prefer a longer interval between mailings of a series
of letters, and these intervals could be increased up to as much
as sixty days if desired.
Specially prepared letterheads in color often add to the effect­
iveness of direct mail. Letterheads can be printed in colors to suit
the banker’s taste—blue, yellow, green, orange—with very little,
if any, additional cost. If colored letterheads are used, envelopes
should be prepared in the same color.
Immediately following the completion of a three-letter series,
a personal contact with each of the farmers on the list by the
farm representative or officers of the bank is very helpful. The
letters and enclosed circulars will fairly well acquaint the farmer
with the services of the bank, and the institution’s interest in
serving the needs of farm people. It gives an excellent intro­
duction to the farm representative when his call is made, and
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materially increases the effectiveness of his approach. Certainly,
to get the most from a direct mail series of this type, personal
follow-up visits should be made beginning within about two
weeks after the series is completed. If possible, all farmers on
the list should be contacted within a period of ninety days. This
will depend, of course, upon the number of farmers on the list
and the number of men in the bank available for the purpose.

The boxholder type of mailing should be carried out early in
the year before cropping programs are completed. Likewise,
a series mailing should be started early in the spring so that at
least one letter will reach farmers prior to the time they have
completed arrangements for crop and livestock production loans.
It has been found desirable to mail this type of letter on Thursday
so that it will be received by the farmer on Friday or Saturday. If
received on these days the enclosed circular is likely to be placed
among the things that the farmer will study further over the
week end.
Later in the year it may be beneficial to select a small group
of specialized farmers and send them typewritten letters per­
sonally signed. In the sample program this type of letter would
be sent to a select group of cattle feeders who buy cattle in
the fall, winter them over, and feed out the next year. This
special personal type of letter can be used for any type of
specialized farmer, such as hog producers, sheep producers, or
growers of fruit or other specialty crops. As in the case of the
three-letter series, these personal letters should be followed up
by personal contact within a short time after the mailing.

The house organ type of mailing has become a most important
medium of keeping the bank before the rural public. Most banks
have found a very simple letter type news sheet which carries
information as to current problems of agriculture, production tips,
sanitation tips, etc., to be effective. This type of house organ re­
quires very little time and may be composed of only a mimeo­
graphed sheet or two. It can be published monthly, or quarterly,
depending on the facilities of the bank.


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In considering a direct mail program a bank may wish to use all
of the series as outlined in the sample program. On the other
hand, it may wish to use only one or two of the mailings described.
In any event, whether one or more types of mailings are used
it will be found to be most effective in keeping bank services
before the public and acquiring new business.
IX. Working with farm leaders and farm organizations—Most
country banks keep in close touch with local farm organizations.
It is easy for a bank, however, to become lax in its contacts with
these groups, and a special effort should be made to maintain a
close working relationship with all organizations that deal directly
with farmers. Local farm organizations such as Farm Bureau,
Grange, Farmers’ Union, and other state farm organizations
should be actively contacted and supported. The county ex­
tension agent is usually closely associated with the farm or­
ganization most prominent in the county. A close working
relationship with the extension agent will help keep in touch with
the activities of the organization.
There are a good many other leaders of various farm organ­
izations and agencies in the counties, such as the Farm Security
Supervisor, the Triple A committee, representatives of the Farm
Credit Administration, Rural Electrification, and various others,
with whom it is advisable for a bank to keep closely in touch.
Likewise, local merchants who deal in farm machinery and other
farm products are important contacts that should be maintained.
Experience indicates that the best means of keeping in touch
with these groups is to work out an orderly plan of personal
visits to the leaders at regular intervals, taking an active interest
in their programs, giving full support to their activities where
possible, and participating in meeting programs wherever invi­
tations are received. In this way these farm leaders can be kept
informed at all times of the bank’s forward-looking attitude
toward agriculture, and of the facilities it has available for the
community’s service.

In the sample program there is outlined an annual dinner and
discussion meeting for farm leaders in the area served. Several
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farm leaders are mentioned, and there are other organizations
which may be included in the group. This type of meeting has
proved to be one of the best public relations activities that a bank
can sponsor. It is inexpensive in that the only cost involved is
a dinner for fifteen or twenty individuals. The program can be
most informal, requiring little preparation. The most successful
type of meeting, perhaps, would be a dinner, followed with a
round-table discussion of current agricultural problems. A bank
officer can preside and lead the discussion, with those present
given ample opportunity to raise issues they wish to hear dis­
cussed. Meetings of this type are very popular with farm leaders.
They will look forward to them as yearly events, and the good
will created for the bank by sponsoring such a dinner is of ines­
timable value. This is one public relations activity that country
banks should not pass up.
Junior farmer organizations such as 4H clubs and Future
Farmers associations, as well as many groups of young farmers
who fall between the junior farmer and senior farmer classi­
fication, should receive well-organized attention. In the bank’s
working relationship with county agents and vocational agri­
culture teachers the discussion of junior farmer programs
naturally arises. Active interest may be displayed through
furnishing credit for projects, and making awards for outstanding
junior farmer achievements. Frequently, good business develop­
ment opportunities are passed up in connection with financing
junior farmer projects. A bank in working out credit schedules
for junior farmer project work should hold meetings with the
groups prior to the extension of project credit, and discuss the
sound use of credit. Much added value will accrue from this
type of meeting if the fathers are invited and encouraged to attend.
These youngsters are the future farmers of the community and
much good will come from sound credit training during their
junior farm activities. A bank is in an excellent position to help
provide this training. Vocational agriculture teachers and 4H
leaders are happy to have a bank’s cooperation in meeting with
their groups and discussing the practical aspects of farm finance.


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Page 17

A constructive program with junior farmers not only builds good
will and future business for the bank, but in many instances has
a definite effect on the current farm operations of the junior
farmers’ parents. Country bankers should also welcome and
accept every opportunity for classroom discussion of farm credit
with junior farmer groups.
recent years many new developments
have arisen in country banking. Outstanding among these has
been the necessity for bankers to spend an increasing amount
of time in the country, meeting and working with farm customers
and potential customers. At one time, bankers could operate
largely from inside the bank and get along fairly well. With the
development of more farm loan companies and government credit
agencies bankers have become obliged to go into the field and
work more closely with farm people in order to protect and
improve their business relations with farm customers. Farmers
take great pride in having bank representatives or representatives
of other credit agencies visit their farms and discuss their
operating problems with them. The farmers’ credit business,
therefore, is likely to go to the lender who shows the most sin­
cere and constructive interest in their operations.
X. Personal contacts—In

Competing credit agencies have found personal contact to be
one of the most effective means of enticing farm business away
from country banks. Unless banks are willing to send repre­
sentatives or officers into the field for regular contacts with farm
customers and prospective customers there is strong likelihood
that the flow of farm credit volume away from banks will con­
tinue. Banks, however, that have organized and carried out an
active farm program have found that farmers still prefer to do
business with local banks if the banks are willing to offer a con­
structive service and take a sincere interest in their problems.
The sample program outlines a rather definite plan for organizing
such contacts. The farm credit card file provides an excellent
means of organizing and following up an effective program. The
contact program must include farm organization leaders and local
merchants, as well as local farmers.
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XI. Personnel training—The very nature of the banking
business requires that many employees be assigned to jobs that
are routine and which can become very monotonous. Such a
situation is likely to create a lack of interest on the part of the
employee in the public relations of a bank, with the result that
many bank employees may be quite efficient in the duties assigned
to them, but become somewhat mechanical and handle trans­
actions with the public in a cold, disinterested sort of way. It is
imperative, therefore, that a bank give consideration to a program
that provides other interest and responsibilities for many of its
employees. Even an employee who does the most routine work
in the bank, if provided extra jobs and responsibilities in con­
nection with the over-all public relations program of the bank,
may become a valuable asset in building and maintaining good
will for the bank. Actually, the composite attitude of all em­
ployees and officers of a bank makes up the over-all personality
of the institution. Knowledge and the feeling of responsibility
create interest in one’s work and maintain the interest and
enthusiasm of the employees.
The personnel training section of the sample program outlines
some of the ways in which bank employees can be trained to take
a greater personal interest in the affairs of the bank. If a bank
outlines and follows a complete development program, its officers
and employees can be divided into committees to handle definite
parts of the program. This is valuable in two ways. First, it
creates interest on the part of the employees, and second, it dis­
tributes responsibility and lightens the burden of the executive
officers charged with carrying out the program. Definite duties
can be assigned each committee. These extra duties can be made
very interesting and will play an important part in relieving the
monotony of routine work.

Regular staff meetings are very valuable, and bank management
is wise if it holds regularly scheduled monthly meetings of its
employees, serves them a nice dinner, and discusses some current
problem with which the bank is confronted. The meetings as
outlined in the sample program are primarily built around aspects

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Page 19

of a farm loan development program. Other subjects, of course,
relative to the operating problems of the bank could be worked
into the schedule of meetings. The subjects to be discussed could
be presented by employees of the bank, with an occasional outside
speaker. This, along with the committee work, is of great value
in developing leadership within the bank, and every bank should
be interested in developing from its own organization the
bank leaders of the future. A well-organized personnel training
program will develop leaders who might otherwise spend a life­
time in routine jobs without having an opportunity to express
their true capabilities. A program of this kind is of value to
bank employees and of even more value to the bank itself.
XII. Annual roundup and achievement day—Some sort of
annual affair is an excellent means of culminating the bank’s
efforts in its public relations and business development program.
Many of the bank’s individual activities during the year can be
brought to focus in an annual achievement day. This section in
the sample program outlines a constructive type of annual affair
that could be sponsored by country banks. It is built around a
barbecued beef luncheon, an outstanding farm speaker and the
presentation of awards in recognition of outstanding accomplish­
ments by local farmers and junior farmers. Farmers appreciate
recognition and the awards as outlined in the sample program
will become treasured possessions of the winners. Farmers
enjoy talks by outstanding farm leaders and will greatly appreciate
the bank’s efforts in bringing in prominent speakers.
The type of program for the annual roundup may vary greatly,
but it should be timed to “button up” the major activities of the
bank’s development program. This annual affair can become one
of the highlights of the community’s activities. It is a worth-while
undertaking for country banks.
The Follow-up Calendar

The success of any development program depends upon the
completion of the individual activities of which it is composed. In
order to insure timely execution of the program, a calendar of
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Federal Reserve Bank of St. Louis

events should be prepared. A sample calendar has been made
up from this sample program, listing in chronological order the
dates on which the executive officer of the bank should see that
the individual activities are set in motion. This is shown be­
ginning on page 31. This calendar should be placed in the
hands of a competent secretary whose duty is to call each item on
the calendar to the attention of the executive officer on the date
indicated. Without a follow-up calendar of this kind it is quite
probable that through oversight some of the activities in the
program may not be carried out at the proper time and may even
be completely overlooked.
Approximate Cost to the Bank of the Sample Program

The cash cost to a bank in carrying out a program of the type
illustrated would be approximately as follows:
Advisory council___ 1___________________________ $ 60.00
Direct mail________________________________________ 840.00
Public relations meeting______________________
50.00
Personnel training______________________________ 150.00
Awards____________________________________________ 100.00
Annual roundup_________________________________ 300.00

Total $1500.00
The above figures assume that there would be 2,500 farmers in
the area served and that the boxholder mailings would be made
to the 2,500, the three-letter series to about 1,000, and the
special personalized letters to 100. Costs are also included for
circulars to be enclosed with the letters. The figures are a rough
estimate and actual costs would vary. In making the estimate,
however, an attempt was made to set it at a maximum.
To cover the total cash outlay of this program would require
an average increase in loan volume of only $30,000 at 5 per cent
interest. The experience of banks with activities of this type
indicates that this over-all program should result in many times
this volume of new business. Most banks should obtain new
income far above the costs of the program. A program of this

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Page 21

nature would be less expensive in the second year in that the
boxholder mailings would be substantially reduced. Likewise,
any business obtained as a result of the program would probably
be of a continuing nature in that most farmers require some
credit each year. It is evident, therefore, that the cost of a
complete development program is not excessive, and in actual
practice the time devoted to such a program is much less than
one would assume from reviewing the various activities that go
into the over-all program.

' These estimates do not include the cost of employing a
specialized farm representative. The salary and travel expenses
for a farm man vary widely between banks, and each bank may
add the estimated cost of this service to the above figures to arrive
at a total. By proper allocation of duties most banks will not
require additional help in connection with the program.

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SUGGESTED OUTLINE

FARM LOAN DEVELOPMENT PROGRAM
I. Survey of farm loan potential.
A. A tabulation of the total number of loans and total dollar volume of
credit outstanding to farmers in the trade area will be made.
1. Farm mortgage credit.
(a) Bank loans
(b) Federal Land Bank loans
(c) Insurance company loans
(d) Building and Loan Association loans
(e) Farm Security tenant purchase loans
(f) Individuals and others
2. Operating credit
(a) Bank loans
(b) P. C. A. loans
(c) Emergency crop and feed loans
(d) F.S.A. rehabilitation loans
(e) Loans by individuals, open accounts, etc.
B. A tabulation of the number and dollar amount of all farm mortgages
filed in the last year will be made.
C. A tabulation of the number and dollar amount of all chattel mort­
gages filed in the last year will be made.
D. An estimate of the volume of new loan requirements of farmers will
be made.

II. Provision for adequate field service.
A. An outside man will be added to staff.
1. Must be a graduate of the state college of agriculture or have
experience of equal value.
2. If possible, he should have had some experience in working with
farmers and farm groups.
3. Will be employed to join bank’s staff May 1.
B. Officer contacts.
1. Officers of the bank will supplement the efforts of the farm
representative with well-organized field contacts.
III. Establish a permanent credit card file for farmers.
A. Content.
1. A card giving name and credit information for every farmer in
area served by bank.

B. Obtaining the list, refinement, and rating.
1. List of all farmers will be secured from the county agent, farm
bureau, AAA, or other sources.
2. Adjustments to the original list will be made at any time move­
ments into or out of the area are noted.

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Page 23

3. Through confidential discussion with key farmers in the area,
individuals on the list will be rated as desirable or undesirable
risks.
4. Names on the list will be transcribed to individual cards.
5. Additional credit information will be added to the cards as more
information is obtained.

C. Arrangement of file.
1. Specially prepared 4x6 cards will be used in a regular filing case
of same dimensions.
2. Cards will be filed alphabetically under two major divisions with
subdivisions as below.
(a) Present borrowers
(1) Active
(2) Inactive
(b) Non-borrowers
(1) Desirable risks
(a) Special attention prospects
(b) Other
(2) Doubtful risks
(a) Poor moral risks
(b) Poor managers
D. Use of file.
1. Immediate reference for new loan inquiries and applications.
2. Promotional activities.
(a) Direct mail campaigns
(b) Planning systematic field contacts
IV. A loan file will be established for each farm borrower.
A. A complete set of farm loan forms will be adopted.
B. An individual folder will be maintained for the loan papers of each
farm borrower.

V. An advisory council of leading farm customers will be organized.
A. Fifteen to twenty farmers who are customers of the bank and who
are recognized as good farmers and leaders in their communities
will be selected for the council.
B. Selection of council members will be the responsibility of the board
of directors.
1. The county extension agent will be a permanent member of the
council.
2. Membership will be rotated insofar as necessary to maintain in­
terest.
C. Activities of council.
1. Will serve as contact men for confidential credit information
when needed.
2. Two meetings will be held during the year.
(a) First meeting April 22
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(1) Program, bank official presiding
7:30 PM—Dinner
8:30 PM—Opening remarks by chairman
Purpose of council
Bank’s farm service program
9:00 PM—Open discussion, led by chairman
10:00 PM—Closing remarks, chairman
10:10 PM—Adjournment
(b) Second meeting September 10
(1) Program
7:30 PM—Dinner
8:30 PM—Remarks by chairman
Appreciation to council
Annual Roundup and Achievement Day
9:00 PM—Open discussion on program for Annual
Roundup
10:00 PM—Closing remarks, chairman
10:10 PM—Adjournment
VI. Customer Relations.
A. A qualified receptionist or “front man” will be conveniently located
for prompt and pleasant direction of customers and other callers to
proper individuals.
B. Rearrangement of waiting room facilities.
1. Comfortable waiting quarters will be provided.
(a) Comfortable chairs and settees
(b) Ample reading matter will be made available
(1) Farm periodicals
(2) Market reports
(3) Bulletin rack
(a) Bank’s circular
(b) U.S.D.A. and State College Circulars
(4) Other reading matter of interest to farmers
(c) Plainly marked restroom facilities will be provided
C. Confidential conference room will be maintained.
D. Officers’ quarters will be arranged for easy accessibility.
E. Loan policy will be geared to meet the pecular needs of the
individual farmer.
1. Loan officers will make every effort to understand the farmer’s
viewpoint.
(a) Terms, disbursements, and repayments will be adapted
to the individual need
(b) Loan rejections will be handled tactfully
2. Reasonable and uniform rates will be provided.
F. Letters of appreciation will be written.
1. New depositors and borrowers.
2. A week following repayment of a loan.
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VII. Special Interests.
A. This bank’s special interest is soil conservation and balanced
management on the individual farm.
B. Special interest will be worked into program as follows:
1. Direct mail will be worded so as to plainly reveal our interest
in improved farm practices and more efficient farm operating
units.
2. Better practices and greater efficiency will be discussed with in­
dividual farmers and with group meetings of farmers, in which
this bank may take part.
3. Newspaper advertising directed to farmers will reflect our
belief in greater efficiency of farm units.
4. Special recognition awards will be given both senior and junior
farmers for outstanding accomplishments in this field.
5. The farm credit policy will be geared to encourage better farm
practices.
6. Active support will be given the Soil Conservation Service, Ex­
tension Service and the Agricultural Adjustment Agency in
promoting better operating programs on the individual farm.

VIII. Direct mail.
A. Boxholder mailing to all farm residents of area served.
1. An illustrated circular outlining the type of farm credit services
available at our bank will be prepared.
2. Distribution will be made April 30.
B. Three-letter series to select prospects.
1. To be sent all farmers listed under the desirable non-borrower
section of the card file.
2. Letters will be mimeographed or printed on regular letterheads
of the bank.
3. Letters will be signed by executive officer of the bank or the
president of the board.
4. First letter to be mailed May 23.
Second letter to be mailed June 6.
Third letter to be mailed June 20.
(a) Specially prepared circulars will be enclosed with each
letter.
5. Personal contact with each of the farmers on this mailing list
will be made by the farm representative or an officer of the bank
during the year following completion of the series.
C. Personal letter to cattlemen.
1. To be sent to a select list of approximately 100 farmers who
customarily buy Stockers and feeders in the fall.
2. Letters will be individually typed.
3. Letters will bear the personal signature of the bank officer
most intimately acquainted with the prospect.
4. Letters will be mailed from August 20 to September 10.
(a) A specially prepared circular will be enclosed.
5. Personal follow-up will be made during August and September.
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D. House organ.
1. The bank will publish and distribute to all farmers in the area a
monthly news sheet.
2. Current developments in agriculture and timely suggestions on
crops and livestock production, purchase of feed and supplies,
marketing tips, etc., will be carried in the publication.

IX. Working with farm leaders and farm organizations.
A. Farm Bureau, Grange, Farmers’ Union and state farmers’ organ­
izations.
1. Will maintain a membership in the county organization.
2. Will attend meetings sponsored by the organization and take
active part when possible.
3. Will contact the county agent regularly and actively support his
program.
B. Farm Security Supervisor and loan committee.
1. Will keep in close touch with this group, and solicit close
cooperation on loan inquiries.
C. Will keep in close contact with farm machinery dealers and other
merchants who sell to farmers.

i

D. Public relations dinner for farm leaders.
1. A dinner meeting will be given for the farm leaders in the
county.
2. Dinner to be served by the local hotel.
3. The meeting will be held on June 15.
4. The following will be invited:
(a) The county farm organization presidents
(b) The county extension agent
(c) Members of the AAA county committee
(d) Local farm cooperative managers
(e) Vocational agriculture teachers in county
(f) REA manager or director
(g) FSA supervisor
(h) Other farm leaders
(1) Machinery dealer
(2) Feed dealers
(i) Local newspaper editor

5. Program.
(a) 7:30 PM—Dinner
8:30 PM—Opening remarks by bank officer
Welcome and appreciation
Indicate nature of discussion
8:45 PM—Open discussion of current farm problems
10:00 PM—Closing remarks by bank officer
10:00 PM—Adjournment

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E. Junior farm organizations.
1. Will cooperate closely with 4H and vocational agriculture activi­
ties.
(a) Furnish credit for projects
(b) Awards for outstanding achievements
(1) To be presented at annual roundup
(c) Will discuss farm credit with junior groups at every
opportunity
X. Personal contacts by farm representative and officers.
A. Farm customers on the farm.
1. Token calls when in neighborhood.
2. Special calls within ten days following payment of notes.
B. Prospective farm customers on the farm.
1. Direct mail follow-up as outlined.
2. Token calls when in neighborhood.
3. Special calls to select groups.
(a) Taken from credit card file
C. New farmer residents of community.
1. Special visit will be made to the home of each farmer moving
into community within two weeks after residence is established.
(a) Credit card will be made and added to file
D. Farm organization leaders.
1. Regular visits at least once each month will be made local farm
leaders.
(a) Seek advice on current farm problems
(b) Show sincere interest in their work
(c) Keep them currently advised of bank’s services available
to farmers
E. Machinery dealers and other merchants selling to farmers.
1. Regular visits will be made local dealers in farm merchandise.
(a) Show interest in their problems
(b) Keep them advised of bank’s services available to them
and to their farm customers

XI. Personnel Training.
A. Bank’s personnel will be organized into special committees as
follows:
1. Credit survey and card file committee.
2. Farm loan forms committee.
3. Bank arrangement committee.
4. Direct mail committee.
5. Advertising committee.
B. Eleven staff meetings will be held.
C. Meetings will be dinner meetings beginning at 6 PM and adjourn­
ing at 9:30 PM.
D. Discussion will be led by officers, employees, and selected outside
speakers.
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E. Schedule of meeting and leaders.
1. March 15—“Presentation of Business Development Program,” by
executive officer. Appointment of committees.
2. April 10—“The Farm Credit File,” by a junior officer.
3. May 13—“The Individual Farm Loan File and Forms,” by farm
representative.
4. June 15—“Successful Human Relations,” by selected outside
speaker.
5. July 11—“Principles of Salesmanship,” by selected outside
speaker.
6. August 12—“Principles of Public Speaking,” by bank employees.
7. September 10—“The 'Why’ of Our Operating Procedures,” by the
bank’s accountant.

8. November 11—“The Principles of Sound Farm Credit,” by the
farm loan officer.
9. December 12—“Farm Loan Supervision,” by the farm repsentative.
10. January 10—“Soil Conservation and Balanced Farm Manage­
ment,” by the farm representative.
11. February 12—“Presentation of the next year Development Pro­
gram,” by executive officer.

XII. Annual Roundup and Achievement Day.
A. To be held December 21.
B. All farmers in trade area to be invited.
1. Invitation by mimeographed letter 10 days prior to event.
2. Follow-up card to be mailed 4th day prior to event.
C. Newspaper publicity to be given beginning six weeks in advance of
event.
D. Highlights of the day.
1. Barbecued beef sandwich, pie, coffee, and soda will be served.
2. An outstanding farm leader will be secured as the principal
speaker.
3. Awards.
(a) Senior farmer award to the farmer who has done the most
outstanding job of improving the efficiency of his farm
unit during the year
(1) A plaque and a lapel button will be presented
(b) Junior farmer awards to the 4H Club and FFA member
who have carried out the most outstanding project work
(1) A plaque and a lapel button will be presented each
(c) Selection of winners to be made by a committee of local
farm leaders
(d) A plaque will be displayed in bank lobby on which the
names of the annual winners of the awards will be en­
graved

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Page 29

E. Program.

(a) 12:30 PM—Barbecue lunch.
1:30 PM—Call to order; executive officer of bank, chair­
man.
Welcome.
Outline bank’s interest in local agriculture.
Outline program for remainder of day.
1:45 PM—Introduction of special guests.
All local and other farm leaders present.
Members of advisory council.
Bank personnel.
2:00 PM—Introduce the speaker of the day, chairman.
2:45 PM—Presentation of awards.
Outline background of awards, chairman.
Why the awards are made.
Display plaques and lapel buttons.
Call on county agent to present awards.
3:30 PM—Closing remarks, chairman.
Invite those present to go directly to the bank
where some of the bank’s operations will be
explained.
3:40 PM—Adjournment.

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FOLLOW-UP CALENDAR
March 8__________________ Notify personnel of meeting evening of March 15.
March 11__________________ Determine whether or not bank has paid mem­
bership in local farm organization and if not, ar­
range immediate subscription.

March 15__________________ Instruct credit survey and card file committee
to begin a tabulation of outstanding farm credit
in area served; also a tabulation of farm chattels
and farm real estate mortgages filed during last
12 months.
Instruct the advertising committee to prepare
the illustrated circular for boxholder distribution
as outlined in the development program.

Prepare list of individuals whom the bank may
wish to contact as prospective farm representa­
tives.
Make plans for interviews with those
who appear to be qualified.
Instruct credit survey and card file committee to
obtain list of all farmers in the county or town­
ships served from some local agency which main­
tains such a list.

Instruct the direct mail committee to draw up
suggested forms of appreciation letters to be
mailed new depositors and new borrowers, and
to borrowers who have satisfactorily repaid their
loans. Designate an employee whose responsi­
bility it will be to see that proper appreciation
letters are mailed on the seventh day following
the acceptance of a new deposit, the closing of a
loan to a new borrower, or the repayment of a
line of credit.
Instruct the advertising committee to develop
advertising copy which will display the bank’s
interest in soil conservation and balanced farm
management, and its willingness to help farmers
adopt better practices.
April 1____________________Ask credit survey and card file committee for a
summary report of farm loan filings and amounts
outstanding in the area. Make estimate of new
farm loan requirements of area during coming
year.
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April 1____________ ______ .Meet with other bank officers and carefully re­
view list of farmers in area and rate those with
whom the officers are acquainted as desirable or
undesirable risks. Prepare a list of the farmers
with whom the bank officials are not sufficiently
well acquainted to establish a sound credit rat­
ing. Review the list of unrated farmers with
substantial key farmer customers in the area for
rating as desirable or undesirable risks.

Instruct farm loan forms committee to obtain
and study farm loan forms which are in use
by various lenders, and report with samples that
most nearly meet bank’s needs.
Instruct credit survey and card file committee to
have list of farmers transcribed to individual
credit cards.

Instruct the direct mail committee to prepare a
series of three letters to be mailed at two-week
intervals to a select group of prospects as out­
lined in the development program.
Instruct the advertising committee to select or
develop an appropriate circular to enclose with
each of the three-letter series mailings.

April 4____________________ Notify employees of staff meeting evening of
April 10, and remind discussion leader to prepare
his presentation.

April 5____________________ In cooperation with the Board of Directors select
twelve to fifteen substantial farm customers to
serve on the farm advisory council.
April 11-------- --- ---------- Notify county agent that bank plans to present
an award to the outstanding 4H club member in
the county at a meeting in December.

Notify vocational agriculture instructors in
county that bank will present to outstanding
vocational agriculture student, who has carried
out unusual project work, a special award at a
meeting in December.
Notify county agent that bank will present a spe­
cial award to the farmer in county who has de­
veloped and carried out the most outstanding
soil conservation and balanced management pro­
gram during the year.
April 15____________________ Notify by letter members of advisory council of
their selection, and invite to the first meeting,
April 22.
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April 19____________________Mail follow-up notice on postal cards to advisory
council members of meeting April 22.

April 20____________________ Instruct bank arrangements committee to draw
a diagram of present arrangement of bank’s
quarters, and report their recommendations for
adjustments.
Instruct credit survey and card file committee
to set up card file as outlined in development
program.
April 22..................._________ Prepare boxholder circulars for mailing.

April 30_______________ ___ ..Place boxholder circulars in mail.

May 1____________________ Select a young lady on the bank’s staff who is
best qualified to assume the duties of reception­
ist.
May 3_____________________ With other officers and employees consider the
bank arrangements, committee reports, consider
adjustments to be made, and work out adjust­
ments as soon as conveniently possible.

May 6_____________________ Notify personnel of staff meeting evening of
May 13, and remind discussion leader to pre­
pare his presentation.
May 14_____________________ Prepare first letter of three-letter series for
mailing May 23.
May 23_________________ ___ Mail first letter of series.

May 24_____________________ Prepare a list of local farm leaders as outlined
in the development program, to be invited to a
public relations dinner on June 15.
Arrange for speaker at personnel meeting June
14.

May 27________________ ____ Prepare second letter of three-letter series for
mailing June 6.

June 5____________________ Prepare and mail invitations to local farm lead­
ers to meeting June 15.
June 6___________________ Mail second letter of series.
June 7___________________ Notify personnel of staff meeting evening of
June 14.

June 11____________________ Prepare third letter of series for mailing.
June 13____________________ Contact personally or by telephone those invited
to public relations dinner, as a reminder of the
original invitation.

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Page 33

June 14-_______________ ____ Arrange for speaker at personnel meeting July
11.
June 20____________________ Mail third letter.

Place list of farmers receiving the series of three
letters in hands of farm representative, and in­
struct him to begin a personal follow-up of the
farms within seven days after the third mailing.
July 3_____________________ Notify personnel of staff meeting July 11.

August 1_________________ Instruct direct mail committee to prepare a spe­
cial personal letter to 100 select cattlemen who
buy feeders and Stockers in the fall, and who use
credit but are not borrowing from the bank.

August 5_________________ Notify personnel of staff meeting August 12, and
remind discussion leader to prepare his presenta­
tion.
August 20_________________ Designate a stenographer who will begin using
her spare time to prepare individually-typed
letters to the selected cattlemen, letters to be
mailed daily until the list is completed.

September 2_____________ Notify by letter all members of advisory council
of meeting September 10.

September 3_____________ Notify personnel of staff meeting September 11,
and remind discussion leader to prepare his pre­
sentation.

September 6_____________ Follow-up card notices to advisory council mem­
bers of meeting September 10.
September 11_____________ Write letter to the man selected as principal
speaker at the annual roundup to determine
whether he will be available.
October 1------------------- Write a letter to all vocational agriculture in­
structors asking them to plan a meeting for Oc­
tober 10 to set up a means of selecting the individ­
ual student to receive the bank award on De­
cember 21.

Notify county agent to form a committee and
arrange for a meeting on October 15 to work out
a plan for selecting the outstanding 4H club
member to receive the award December 21.
Notify county agent to set up a committee and
arrange a meeting on October 15 to make plans
for selecting the farmer in the county who has
made the most outstanding progress in planning
and carrying out a soil conservation and bal­
anced management program.
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Federal Reserve Bank of St. Louis

October 1------------------ Order plaques and lapel buttons to be awarded
at the annual roundup.

November 1--------------- Instruct advertising committee to prepare vari­
ous releases to newspapers regarding the annual
roundup to be held December 21, and to submit
weekly items until date of event.
Make arrangements for satisfactory meeting
place for the annual roundup and make tenta­
tive arrangements for the preparation and serv­
ing of lunch.

November 2--------------- Notify personnel of staff meeting November 11,
and remind discussion leader to prepare his
presentation.
December 2----------------Contact vocational agriculture instructors, county
4H club committee, and senior farmers’ award
committee to determine if selections have been
made for roundup day awards.
December 6______________ Notify personnel of staff meeting December 12,
and remind discussion leader to prepare his pre­
sentation.

December 10______________ Prepare invitations to annual roundup achieve­
ment day.

December 12______________ Mail invitations to annual roundup.
December 16___________ __ Review all developments to date with reference
to roundup program to assure that everything
that has been scheduled is properly planned.
December 17______________ Mail follow-up cards to invitation to the annual
roundup.

December 23______________ Write letters of appreciation to the members of
committees that, helped plan and carry out the
annual roundup.

January 2.----------------- Begin preparation of development program for
next year.
January 4________________ Notify personnel of staff meeting January 10,
and remind discussion leader to prepare his
presentation.

February 5----------------- Notify personnel of staff meeting February 12,
and recheck the tentative development pro­
gram for presentation to the staff for its discus­
sion and suggestions.

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Federal Reserve Bank of St. Louis

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