An incomprehensible charge call, a general assembly report received three months after the vote, a water damage issue lingering due to lack of follow-up: most tensions in co-ownership arise from a lack of organization, not from neighbor conflicts. Optimizing co-ownership management is primarily about structuring information, deadlines, and responsibilities so that each co-owner knows where they stand without having to chase anyone.
Electronic notification in co-ownership: what changes since the degraded housing law
Have you ever received a general assembly invitation by registered mail, arriving too late to prepare your questions? This problem should become marginal. Since law n° 2024-322 of April 9, 2024, known as “degraded housing,” electronic notification is the legal principle in co-ownership. Paper mail becomes the exception.
In practice, the property manager no longer needs to obtain the prior consent of each co-owner to send invitations, formal notices, or notifications electronically. The co-owner retains the right to request postal delivery, but it is up to them to make that request.
This shift modifies daily management on several fronts:
- The deadlines for calling general assemblies become more reliable, as the sending is time-stamped and traceable, which reduces disputes over the validity of votes.
- The proof of notification is simplified for the property manager, who has a digital acknowledgment of receipt that can be used in case of disputes.
- The number of absent or poorly informed co-owners decreases, which improves participation in collective decisions.
Electronic notifications sent between April 11, 2024, and December 23, 2025, remain valid provided that the property manager can prove they informed co-owners of their right to retain postal delivery. A point to check if your residence has recently transitioned.
Specialized players in online co-ownership management, such as Proximmo Net, integrate these dematerialized flows into their tools to facilitate the tracking of notifications and voted decisions.
Multi-year work plan: structuring co-ownership management over ten years
A facade renovation voted in urgency because it is deteriorating, a collective boiler replacement decided in a panic after a winter breakdown: these situations almost always result from a lack of anticipation. The multi-year work plan (PPT) aims to avoid them.
The Climate and Resilience law of August 22, 2021, makes this plan mandatory for any residential co-ownership over fifteen years old. It relies on a global technical diagnosis (DTG) and schedules the necessary work over a ten-year period, with a budget estimate.
Why the PPT changes the game for co-owners
Without a plan, work decisions are made on a case-by-case basis, often under financial pressure. The PPT imposes a long-term vision that allows for smoothing out funding calls and prioritizing interventions based on their technical urgency.
It also requires the establishment of a work fund contributed to each year, which avoids exceptional funding calls that some co-owners cannot bear. The co-ownership thus has dedicated cash flow, available as soon as a project is launched.
Energy renovation and asset enhancement
The PPT incorporates the dimension of energy renovation, particularly thermal insulation, replacement of collective heating systems, or installation of regulation devices. For residences whose collective energy performance diagnosis (DPE) reveals poor performance, the PPT becomes the concrete framework for energy transition.
A property located in a co-ownership with a well-structured PPT sells better. Buyers see it as a sign of sound management and protection against unpredictable charges.
Role of the co-ownership council and oversight of the property manager
The property manager executes the decisions voted in the general assembly. The co-ownership council oversees their actions. This division seems simple, but it works poorly when no one checks the accounts between two assemblies.
An active co-ownership council does not just reread the budget once a year. It monitors ongoing maintenance contracts (elevator, green spaces, cleaning of common areas), checks that approved quotes match the services rendered, and reports discrepancies to the property manager before they escalate into disputes.
Have you ever noticed that a service provider comes less often than their contract stipulates? This is exactly the type of deviation that the co-ownership council must identify. Regular contract oversight reduces unnecessary charges without waiting for the general assembly to react.
Communication among residents: the underestimated lever of co-ownership
The majority of disputes in co-ownership concern nuisances, unauthorized private work, or disagreements over the use of common areas. In most cases, clear communication among residents would have been sufficient to defuse the conflict before it escalated to the property manager or court.
A bulletin board in the hall, a shared digital space, a concise report after each meeting of the co-ownership council: these simple tools maintain a connection between co-owners and prevent the “black box” effect where no one knows what is happening between two assemblies.
The co-ownership rules must be accessible to all residents, including tenants, who do not have access to assembly minutes. A clear reminder of the internal regulations (noise hours, use of common spaces, waste sorting) displayed and communicated to each new occupant prevents misunderstandings.
Co-ownership management does not rely on a single actor. It works when the property manager executes, the co-ownership council oversees, and the co-owners participate in decisions with full knowledge. The shift to electronic notification and the requirement for a multi-year work plan create a more structured framework, but this framework only produces its effects if each resident engages with it.
