Definition : Québec Co-owners and Manager Association (Regroupement des gestionnaires et copropriétaires du Québec (RGCQ)

A non-profit agency promoting sound management and governance in co-ownership. Spokesperson ''par excellence'' for the divided co-ownership community with the various levels of government, it oversees the interest of co-owners and directors in this type of housing, and ensures that  property managers render services in accordance with the rules of ethics. For more information, consult the website of the RGCQ.

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Yves Joli-Coeur is counsel at Therrien Couture Joli-Coeur. A graduate of the University of Montréal in 1981, he has been a member of the Quebec Bar since 1983. He is also a mediator and arbitrator accredited to the Barreau du Québec, a member of Mediation and Arbitration in co-ownership and one of the founders of the Regroupement des gestionnaires et des copropriétaires du Québec (RGCQ) Since the founding of this organization in 1999, he has acted as Secretary-General. In 2009, the Barreau du Québec awarded him the honorary distinction of Lawyer Emeritus (Ad. E.)  for his great contribution to the profession and to the law of co-ownership. Me Joli-Cœur is indeed one of the pioneers in this field; he has made it his main field of expertise for many years. He advises and represents many co-owners and syndicates of co-ownership in the defense of their rights. Me Joli-Cœur regularly collaborates with the media, both in terms of print, radio and television. Its interventions pursue the same objective: to raise awareness among the population and decision-makers of the specific characteristics of life in co-ownership.
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Responsible for the orderly management, the manager plays a key role in a co-ownership. Its function is generally under the authority of the board of directors. Similarly to the directors, his function ensues from the preservation of the immovable for which he is responsible. The objective is to ease the director’s tasks, and not to replace them, so that they can better exercise their decision-making powers. Truly the one man band of a co-ownership, the manager must deploy his experience and knowledge for the benefit of the syndicate of co-owners for whom he works. A review of the various aspects of his function.  
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Retaining the services of a condo manager should not be done blind folded. Unfortunately, when a board of directors wants to mandate the rare pearl, it often has to rely on the pifometer and intuition, because the useful information that would make it possible to retain the right candidate is often inaccessible. Certainly, the size of the firm where the manager works must be taken into account. It is up to the directors to decide whether they prefer a small or a large co-ownership management company, each formula having its share of advantages and disadvantages. As a result of the advantages, the large company has technological and material means, as well as a larger number of staff, at least in principle. In a small company, the condo manager may be committed to satisfying the clients who make him live, but he may also have insufficient staff. Beyond this criterion, other elements must be considered in the choice of this key character of the co-ownership!
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  Your co-ownership is not immune to fraud. It may be defrauded by directors, co-owners, condo managers, service providers and third parties. Therefore, it is in your best interest to be wary of the behavior of potential suspects. You should not indulge in a witch hunt, however, some warning signs should arouse suspicion and command vigilance.    
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