handled over ninety million bushels of their own grain.

With this remarkable growth the danger of rivalries and jealousies
developing between their business organizations was a possibility upon
which the farmers were keeping an eye. A certain amount of friendly
competition was unavoidable. For some time, therefore, the necessity
of closer union of their various organizations had been a serious topic
among the leaders of the Grain Growers in all three provinces. It was
the logical preparation for future achievements.

At its regular meetings in 1915 the Canadian Council of
Agriculture--comprising officials representing the whole Grain Growers'
Movement--had agreed that definite action would be desirable. A
meeting of representatives from the respective Associations and
companies interested accordingly was held in the offices of the
Saskatchewan Co-Operative Elevator Company at Regina. The plan
discussed was the formation of one large business concern, similar in a
general way to the Wholesale Co-Operative Societies in the Old Country.

The idea was that this wholesale company should market and export
grain, control terminal elevators and any manufacturing that might be
done later on as well as importing supplies when necessary. This would
leave each provincial company with its own organization to look after
collection and distribution of supplies and to operate along the lines
already existing in Saskatchewan and Alberta. The provincial companies
would be in absolute control of the central or wholesale company.

A difference of opinion arose in regard to the method of selling grain.
The representatives from the United Farmers of Alberta, the Alberta
Farmers' Co-Operative Elevator Company, the Manitoba Grain Growers'
Association and the Grain Growers' Grain Company were unanimous in
agreeing that it would be unwise to divide the marketing strength of
the farmers into three parts instead of concentrating for fullest
buying and selling power in the interest of the farmers in all three
provinces. With the individual organizations each having a voice in
the control of the central company there did not seem to them to be
justification for carrying provincial divisions into the marketing
machinery, thereby weakening it. With this view the Saskatchewan
representatives could not agree, holding out for a separate selling
channel for Saskatchewan grain.

A committee was appointed to try to work out some other solutio