Self-Management in Co-Ownership

This article is from the Fall 2026 issue of Condoliaison magazine, which will be published in the coming weeks.

By Caroline Martel

Self-management in co-ownership is often associated with simplicity and cost savings. In reality, it requires a rigorous internal organization governed in Quebec by the Civil Code of Québec, which entrusts the management of the syndicate to an elected board of directors. Between autonomy and structure, the real challenge lies in achieving balance and continuity.

From this perspective, several stakeholders in the sector, including the RGCQ, regularly emphasize that sound co-ownership governance depends as much on the tools and processes in place as on the people responsible for it.

Between the legal framework and the realities on the ground, one question remains central: how can collective management be structured without compromising its continuity?

An organization that depends more on structure than on the management model

Co-ownerships do not all operate according to a single model. Some are entirely self-managed, others rely on external resources, and many adopt hybrid approaches.

What distinguishes stable co-ownerships is not the model they choose, but the quality of their internal organization. When responsibilities are clear, decisions are documented and information flows effectively, management becomes smoother and more predictable.

Conversely, when these foundations are lacking, the workload tends to become concentrated among a small number of directors, creating a growing dependency that undermines continuity.

The foundations of effective self-management

Well-managed co-ownerships are built on a few essential principles. First is clarity of roles, which reduces ambiguity and facilitates the distribution of tasks.

Next is organizational memory. A co-ownership that documents its decisions, budgets and interventions safeguards continuity when directors change.

The ability to anticipate also plays a central role. Effective co-ownerships plan for their obligations rather than reacting to emergencies.

Finally, management tools, which are increasingly digital, provide essential organizational support. They make it possible to centralize documents and registers, track decisions made by the board of directors, facilitate communications among co-owners, monitor the budget, and document interventions and contracts.

These tools do not replace governance, but they support it by strengthening continuity and transparency.

Six essential practices for effective self-management

Certain practices consistently emerge in stable co-ownerships. They serve as organizational guidelines rather than strict rules.

1. Clarify responsibilities from the outset
   A clear distribution of roles avoids grey areas and limits the concentration of tasks.

2. Structure decisions and ensure traceability
   Decisions should be recorded consistently to preserve the syndicate’s institutional memory.

3. Plan rather than react
   Effective management requires an annual overview of obligations and priorities.

4. Ensure continuity between boards
   Transition mechanisms between successive boards directly affect the stability of the co-ownership.

5. Maintain a balanced workload
   An equitable distribution of responsibilities reduces dependence on a small number of individuals.

6. Rely on effective organizational tools
   Digital tools facilitate the centralization of information and the coordination of decisions.

Evolving realities and adjustments over time

Even in well-organized co-ownerships, certain dynamics tend to recur. The workload may become concentrated among a limited number of directors, while finding successors can become increasingly difficult.

Differences in experience and variations in internal communication can also affect the efficiency of decision-making.

In some cases, informal centralization may emerge, with one director becoming the focal point of management. While this arrangement can improve efficiency in the short term, it can weaken the structure if it is not properly managed.

Expert perspective

Richard Dubé answers our questions: “Self-management does not mean doing everything yourself”

An information and management advisor since 2018, Richard Dubé has more than 15 years of experience in co-ownership management. A graduate of HEC Montréal, he also serves as a trainer for the Regroupement des gestionnaires et copropriétaires du Québec and as a director of the Association québécoise des gestionnaires de copropriétés.

Conditions for success

“Successful self-management begins with a commitment based on the right motivations: acting in the interest of the syndicate rather than pursuing personal interests. A director must be able to accept decisions that may be unfavourable to them personally but beneficial to the community as a whole.

Teamwork, openness to differing opinions and the ability to receive criticism diplomatically are essential. Directors must also devote the necessary time to their responsibilities and maintain transparent communication with co-owners in order to preserve trust.”

Pitfalls and challenges

“Common mistakes include underestimating the time required and failing to exercise sufficient rigour in financial and document management. Many syndicates still neglect preventive measures, particularly maintenance and adequate funding of the contingency fund, resulting in urgent and costly interventions.

Too often, some directors seek to keep common expenses artificially low to please co-owners, to the detriment of the building’s long-term sustainability.”

Hybrid model

“The hybrid model becomes particularly relevant when directors are committed but do not possess all the required expertise, particularly in accounting, law or technical management.”

Key advice

“My main advice would be not to remain isolated. From the outset, surround yourself with trusted professionals, such as an accountant, engineer and legal professional. Self-management does not mean doing everything yourself. Rather, it means being well organized and knowing when to seek assistance. This helps avoid costly mistakes from the outset and ensures that decisions are based on expert recommendations.”

Management tailored to each co-ownership

Self-management is not a one-size-fits-all model. It depends on the size of the building, the availability of directors, the complexity of operations and the extent of the expertise available internally.

Some co-ownerships operate autonomously, while others require occasional external support. Between these two realities, many operate under hybrid models that evolve over time.

A matter of continuity and balance

Regardless of the management structure, one constant remains: a co-ownership functions effectively when it succeeds in structuring responsibilities, documenting decisions and ensuring continuity in its governance.

Self-management is neither inherently ideal nor inherently problematic. It is effective when based on a clear organizational structure, but becomes fragile when it depends on informal mechanisms or a small number of key individuals.

The success of a co-ownership therefore depends less on the management model chosen than on its ability to maintain a lasting balance between autonomy, rigour and knowledge transfer.