It’s the type of story that can be hard to imagine.

The National Rural Development Agency, or NRDA, is the government body that oversees rural development loans in the United States.

In 2016, the agency said, about $1.7 trillion of loans in this category went to rural communities.

But by the end of last year, it reported that $7.2 trillion of these loans had been repaid.

The NRDA says the number of rural development bonds outstanding in the U.S. dropped by more than half between 2015 and 2016.

And those bonds were more than the total amount of loans the NRDA manages.

So, what happened?

The answer is that many of the rural development lenders were sold or given away to banks, which in turn sold the bonds to other lenders, who sold them on to private companies.

And then, when the bonds go bad, the loans end up in the hands of people who don’t need the money, and who don the right to use it.

It’s a complex issue, but one that the NRDC’s chief economist, Gary Zukin, has long been trying to address.

When he was in his early twenties, Zukins wife was a salesperson for a small company called Greenfield Properties, and he began working at the NRVA as a loan officer.

But as Zukas work progressed, he began to realize that some of his salespeople weren’t selling the bonds he was selling to other people.

For one thing, he found that some borrowers had never held the bonds in their possession.

Zukis salespeople told him that when they sold the land to a new owner, they often sold it without first getting the original borrower to sign a release and agree to the terms of the sale.

This made them less likely to honor the agreement, he says.

So Zukus salespeople began to take the property back to the original owners, and Zuk was told to find the original borrowers, whom he’d never met, and try to sell them their property.

And when Zuk found these borrowers, they were often the ones to get the bad loans, he said.

Zug and his team started asking them about their history with the loan.

Then, they started talking to the borrowers.

The borrowers told Zuk their story and gave him details about their past and their future.

Zink began to hear stories about other borrowers who had not received their loan, and how they had been sold off to private investors who then used the money to buy up farmland and other properties.

This was just one of the many ways in which these types of problems were emerging in rural America.

The loan officers were finding that many borrowers had trouble keeping track of their money.

Many of them weren’t keeping track.

They had trouble knowing how much money they had and what it was worth, and they couldn’t keep track of the money they borrowed, because they didn’t have a way to do it.

Zuck said he wanted to make sure that the loan officers they were talking to knew how much they owed.

So he started giving them an annual budget of how much it was going to cost to pay off the loans over the next five years.

Zakus budget included a $30,000 allowance for his loan officers, a $5,000 cap on their monthly salary, and $30 per month for travel expenses, according to the NRDD’s annual report.

But it also included a cap on the amount of interest they could earn on their loans.

And, he added, the loan officer should not be compensated for his work.

The report’s section on the loan office stated that the director would be compensated with cash or a combination of cash and a noncash benefit.

But Zuk said the loanofficers salary was too low.

They could have been earning more money.

He started asking the loan officials for an annual salary of $50,000 or more, or even $100,000, but they said the salary was not enough.

Zouk said the money he was paying was a drop in the bucket.

The only way he could keep up was by getting the loan to the point where the loan was no longer in their favor, he told me.

So they had to make the loan more favorable to him.

And he needed to make a lot of money, he explained.

And so they said, Well, we’re going to give you a little money for you to make this a little more palatable.

And they gave him $30 million.

And that’s how Zuk started selling off land to investors.

In the years since, he’s seen a huge spike in the number and the size of his debt.

It has now ballooned to $200 million, according in the NRDE’s annual audit, which it filed in May 2017.

And it’s grown from about $25 million to nearly $200 billion.

Zuzs debt, by