times coverage, which would have resulted in a relatively easily managed building whose floor area would be only twice the size of the lot. However, due to Rochdale's location on a busy arterial road, the site was zoned at seven times coverage. This meant an unanticipated jump to 840 residents, a fact that was originally greeted with great enthusiasm, due to the expansionist attitudes of the founders. Zoning regulations also stipulated that the site was to be an apartment-hotel, which meant that only half the floor space could be used for apartments with self-contained kitchens. This disadvantage was not fully appreciated due to faith in a communal system, in which residents would be expected to effectively share the space available to them. In addition, the west and east wings differed by planners’ fiat in matters of self-containment and density of intended occupation. The west wing attracted a population that was relatively stable, an attraction helped by one-year leases, while the east wing attracted more transient tenants. The west-wing units were more in demand, not surprisingly when the rent structure in the first years gave an Aphrodite for two at $135 a month in the west wing and a Gnostic for two, with less space, at $200 a month in the east. With this rent structure, for some time the east wing subsidized the “landed gentry” in the west. The west wing with its self-contained units [the apartments] tended to stay aloof from the east wing [the hotel], and east-wing residents often were uninterested in the operations of the College. In a symbolic rather than a practical sense, a visible seal was put on this east-west division by a fire door that split the floors in half. Campus Co-op, the parent corporation of Rochdale College, was uncomfortable with education taking a central role at Rochdale, a position held strongly by Rochdale's intellectual leaders such as Dennis Lee. A decision was made to separate from Campus Co-op. Further emphasis was placed on education when Adelman noted that the college's $175,000 property tax could be avoided if they had a functioning educational program. In Adelman's words, if "we run an education program for $75,000, we'll come out $100,000 ahead." Although many Rochdale founders viewed its education program as a form of tax avoidance, those who were dedicated to Rochdale as an educational institution did not let that deter them from pursuing what they