ORGANIZATION AND LEADERSHIP 89 



should be confined to (1) lending moral support to the co- 

 operative principle represented; (2) extending the usual 

 office facilities in promoting dissemination of educational 

 information upon cooperative organization, its limitations 

 and its value; (3) advising with cooperative officials rela- 

 tive to finding put the commercial needs of farmers, par- 

 ticularly as to quality, and to other matters relating to 

 successful operation, such as securing of county commit- 

 tees and good local representatives. 



Some things which county agents often attempt to do 

 themselves, but which should be left absolutely to those 

 responsible for the cooperative organization, are: The set- 

 ting up and maintaining of adequate organization to ef- 

 ficiently assemble and deliver orders of supplies to farm- 

 ers, all responsibility for assembling orders, delivery of 

 goods and collection of bills. 



The cooperative organization should keep the county 

 farm bureau officers and the county agent informed as to 

 policies to be carried out in their respective counties and 

 should furnish them, for their information only, with quo- 

 tations on commodities offered for sale. 



COLLEGE EXTENSION TEACHING 



Under the present plan of operation of the extension 

 services of the state colleges of agriculture, the county 

 agents are made the county leaders of the college exten- 

 sion program and the local organizers of it. 



Usually an agreement is entered into with the county 

 association whereby its office is made the clearing house 

 for all college extension work in the county. This results 

 in farmers' needs and requests for work in the county by 

 college specialists coming to the college through the county 

 agent, who becomes the middleman between the college 



