21
The Benefits of a Strategic Approach to Management of Anti-Social Behaviour in Multi-Unit Developments Presentation to The Apartment Owners’ Network September 11 th , 2014 John Clancy
The Benefits of a Strategic Approach to Management of Anti-Social Behaviour in
Multi-Unit Developments
Presentation to
The Apartment Owners’ Network
September 11th, 2014
John Clancy
Fore
wo
rd•
This
pre
sen
tati
on
fo
cuse
s o
n t
he
be
nef
its
wh
ich
may
be
acc
rue
d f
rom
tak
ing
a p
roac
tive
str
ate
gic
app
roac
h t
o A
SB M
anag
em
en
t, r
ath
er
than
a r
eac
tive
/
tact
ical
/ a
d h
oc
app
roac
h
•Th
e p
rese
nta
tio
n f
ocu
ses
on
Pri
vate
ly-o
wn
ed
Mu
lti-
Un
it D
eve
lop
me
nts
(r
ath
er
than
wh
olly
Pu
blic
ly-o
wn
ed
So
cial
Ho
usi
ng
Sch
em
es)
•C
lear
ly, s
om
e o
f yo
ur
De
velo
pm
en
ts w
ill n
ot
hav
e a
pro
ble
m /
sig
nif
ican
t p
rob
lem
wit
h A
SB...
. Bu
t o
n t
he
oth
er
han
d, s
om
e o
f yo
u w
ill
•A
nd
for
tho
se o
f yo
u t
hat
do
n’t
... W
hat
hap
pe
ns
wh
en
a s
eri
ou
s p
rob
lem
D
OES
ari
se, a
nd
yo
u a
re n
ot
fore
arm
ed
to
de
al w
ith
it ?
Sim
ply
re
sort
ing
to
a Fi
ne
s St
ruct
ure
do
es
no
t al
way
s w
ork
, par
ticu
larl
y if
a d
isru
pti
ve T
en
ant
‘dig
s in
th
eir
hee
ls’ a
nd
go
es t
o t
he
PR
TB –
It’s
be
tte
r to
pre
ven
t th
at
•So
... H
op
efu
lly t
he
re w
ill b
e s
om
eth
ing
in t
his
pre
sen
tati
on
fo
r e
very
on
e
•Th
e m
ate
rial
pre
sen
ted
he
re is
bas
ed
on
my
ow
n h
ard
exp
eri
en
ce o
f b
ein
g an
AO
MC
Dir
ect
or
face
d w
ith
de
alin
g w
ith
th
e m
ost
se
rio
us
leve
ls o
f A
SB
•A
risi
ng
fro
m t
his
exp
eri
en
ce, I
wro
te a
n A
SB M
anag
em
en
t St
rate
gy fo
r m
y o
wn
De
velo
pm
en
t in
Du
blin
13
–Th
is S
trat
egy
an
d t
he
Pla
n w
hic
h s
up
po
rts
it w
ill v
ery
so
on
be
lau
nch
ed
by
the
AO
MC
of
my
De
velo
pm
en
t
Qu
esti
on
•W
hat d
o yo
u be
lieve
are
the
str
ateg
ic o
bjec
tive
s of
any
AO
MC
?
•Th
ere
are
on
ly t
wo
Stra
tegi
c O
bje
ctiv
es
––
To m
axim
ise
the
‘Qu
alit
y o
f Li
vin
g Ex
per
ien
ce’ i
n y
ou
r D
evel
op
men
t
–To
pro
tect
an
d a
s fa
r as
po
ssib
le e
nh
ance
bo
th R
enta
l Val
ues
an
d C
apit
al
Val
ues
of
pro
per
ties
wit
hin
yo
ur
Dev
elo
pm
ent
•A
ll o
the
r th
ings
wh
ich
yo
ur
AO
MC
do
es
–C
olle
ct S
erv
ice
Ch
arge
s,
Mai
nte
nan
ce, C
lean
ing,
Fin
anci
al M
anag
emen
t, H
old
ing
AG
Ms
and
EG
Ms,
etc
. –ar
e m
erel
y SU
PP
OR
TIN
G M
EASU
RES
to
th
ese
St
rate
gic
Ob
ject
ive
s –
Sub
-Str
ate
gie
s an
d S
up
po
rtin
g Ta
ctic
s
•It
’s im
po
rtan
t to
“Se
e th
e W
oo
d fo
r th
e Tr
ees
” –
Do
n’t
lose
sig
ht
of
you
r A
OM
C’s
Str
ate
gic
Mis
sio
n
Thes
e St
rate
gic
Obj
ecti
ves
shou
ld b
e cl
earl
y de
fined
in y
our A
OM
C’s
Char
ter,
whi
ch is
you
r AO
MC’
s un
brea
kabl
e pr
omis
e to
its
Mem
bers
and
to
the
MU
D’s
Res
iden
ts
Wh
at is
“A
nti
-So
cial
Beh
avio
ur”
?•
The
Res
iden
tial
Ten
anci
es A
ct 2
00
4 d
efin
es “
An
ti-
Soci
al B
ehav
iou
r” a
s –
In th
e ab
ove
cont
ext,
thi
s pr
esen
tati
on w
ill n
ow e
xam
ine
a st
rate
gic
appr
oach
to
ASB
Man
agem
ent,
usi
ng a
“SC
RAP
Fram
ewor
k”
SCR
AP
Fra
mew
ork
•Si
tuat
ion
•C
hal
len
ge
•R
eso
luti
on
•A
ctio
n
•P
rize
Situ
atio
n -
1•
The
leve
l of
ASB
in a
ny
MU
D is
oft
en r
elat
ed t
o s
ever
al f
acto
rs –
–Th
e q
ual
ity
of
the
AO
MC
Man
agem
ent
Team
an
d P
roce
sses
–B
oth
Bo
ard
of
Dir
ecto
rs a
nd
M
anag
ing
Age
nt
–Th
e q
ual
ity
of
the
rela
tio
nsh
ip b
etw
een
th
e A
OM
C M
anag
emen
t Te
am a
nd
th
e C
om
pan
y M
emb
ers
–Th
e q
ual
ity
of
the
rela
tio
nsh
ip b
etw
een
th
e M
anag
ing
Age
nt
and
th
e R
esid
ents
–Th
e si
ze o
f th
e D
evel
op
men
t
–Th
e le
vel o
f m
atu
rity
of
the
Dev
elo
pm
ent
–Th
e ra
tio
of
Ren
ted
Ap
artm
ents
ver
sus
Ow
ner
-Occ
up
ied
Ap
artm
ents
–Th
e n
um
ber
of
Soci
ally
-let
Ap
artm
ents
(u
nfo
rtu
nat
e b
ut
tru
e)
–Th
e d
ilige
nce
of
the
Man
agem
ent
Team
in e
nfo
rcin
g th
e H
ou
se R
ule
s, a
nd
ind
eed
, th
e ad
equ
acy,
cla
rity
an
d p
rom
inen
ce o
f th
e H
ou
se R
ule
s
–Th
e le
vel o
f ‘F
inan
cial
Hea
lth
’ of
the
AO
MC
–“E
xter
nal
Fac
tors
” su
ch a
s ge
ogr
aph
ical
loca
tio
n, a
dja
cen
cy t
o la
te-n
igh
t ve
nu
es s
uch
as
nig
ht
clu
bs,
pu
bs
and
fas
t fo
od
ou
tlet
s, e
tc.
–Th
e le
vel o
f Se
curi
ty In
fras
tru
ctu
re o
f th
e M
UD
–eg
, Gat
ed v
sU
n-G
ated
Dev
elo
pm
ent,
Sec
uri
ty
Co
des
, Sec
uri
ty F
ob
s, C
CTV
, etc
.
–Th
e ad
equ
acy
of
Sign
age
wit
hin
th
e M
UD
–Th
e q
ual
ity
of
the
rela
tio
nsh
ip o
f th
e A
OM
C M
anag
emen
t Te
am w
ith
th
e G
ard
aí
–Th
e q
ual
ity
of
the
rela
tio
nsh
ip o
f th
e A
OM
C M
anag
emen
t Te
am w
ith
th
e R
enta
l A
cco
mm
od
atio
n S
chem
e U
nit
in t
he
vari
ou
s C
ou
nci
ls
–Th
e ad
equ
acy
of
kno
wle
dge
an
d s
ervi
ces
pro
vid
ed b
y th
e A
OM
C’s
So
licit
ors
Situ
atio
n -
2Kn
owle
dge
Gap
s
Enti
tyKn
owle
dge
Gap
AO
MC
Bo
ard
& M
anag
ing
Age
nt
Ap
plic
able
Leg
isla
tio
n –
Co
mp
anie
sA
ct, M
UD
Act
, R
esid
enti
al T
enan
cies
Act
, To
rt L
aw
Co
mp
any
Mem
ber
sU
nd
erst
and
ing
of
Co
ntr
actu
al R
elat
ion
ship
wit
h A
OM
C –
“Th
is is
my
apar
tmen
t !
I’ll
do
wh
at I
wan
t !”
(Fr
eeh
old
vs
Leas
eho
ld);
Rig
hts
& R
esp
on
sib
iliti
es in
reg
ard
to
ASB
Dif
fere
nce
bet
wee
n M
anag
emen
t C
om
pan
y an
d
Man
agin
g A
gen
t
Hea
dLe
ase,
Ho
use
Ru
les
MU
D A
ct
Lan
dlo
rds
Res
iden
tial
Ten
anci
esA
ct; M
UD
Act
; Rig
hts
&
Res
po
nsi
bili
ties
in r
egar
d t
o A
SB
Res
iden
ts &
Vis
ito
rsH
ou
se R
ule
s;K
ey p
rovi
sio
ns
un
der
MU
D A
ct a
nd
R
esid
enti
al T
enan
cies
Act
; Po
ten
tial
Co
nse
qu
ence
s o
f A
SB
All
The
Ro
le o
f th
e G
ard
aíin
dea
ling
wit
h A
SB
Situ
atio
n -
3Th
e Im
pact
of A
nti-S
ocia
lBeh
avio
ur
Soci
alC
lear
neg
ativ
e im
pac
t o
n R
esid
ents
’Q
ual
ity
of
Livi
ng
Repu
tati
onal
Pote
nti
al t
o b
e se
en a
s a
‘Tro
ub
le H
ot-
Spo
t’ –
Can
neg
ativ
ely
imp
act
bo
th R
enta
l Val
ues
an
d C
apit
al V
alu
es
Man
agem
ent T
ime
Tim
e sp
ent
in d
ealin
g w
ith
ASB
= T
ime
lost
in d
ealin
g w
ith
oth
er
issu
es w
hic
h c
ou
ld im
pro
ve t
he
MU
D
Fina
ncia
lD
irec
t, In
dir
ect,
Op
po
rtu
nit
y C
ost
s
Crim
inal
ASB
can
&d
oes
lead
to
Cri
min
al B
ehav
iou
r, if
un
-ch
ecke
d
Law
Enf
orce
men
tW
aste
d G
ard
a ti
me
in d
ealin
g w
ith
min
or
inci
den
ts/
civi
l mat
ters
w
hic
h o
ften
fal
l ou
tsid
e th
eir
po
wer
s
Ant
i-Soc
ial B
ehav
iour
will
hav
e a
clea
r an
d m
ulti
-fac
eted
neg
ativ
e im
pact
on
your
Dev
elop
men
t
Situ
atio
n -
4Ty
pic
al A
OM
C R
esp
on
se t
o A
SB•
Mai
nly
rea
ctiv
e in
nat
ure
, aft
er A
SB h
as ta
ken
plac
e
•R
arel
y in
form
ed b
y ap
plic
able
Leg
isla
tio
n
•Fo
cuse
d m
ain
ly o
n H
ou
se R
ule
s an
d R
esid
ents
-W
arn
ing
Lett
ers,
Fin
es
•D
oes
no
t p
roac
tive
ly t
ake
acco
un
t o
f o
ther
ASB
Sta
keh
old
ers
–G
ard
aí, L
etti
ng
Age
nts
, RA
S U
nit
s
•V
aria
ble
Res
po
nse
Tim
es &
Typ
es –
No
t st
ruct
ure
d a
nd
no
t b
ased
on
an
y ki
nd
of
Serv
ice-
Leve
l A
gree
men
t (s
ho
uld
be
dri
ven
by
the
Man
agem
ent
Ch
arte
r)
•R
esp
on
se o
ften
at
dis
cret
ion
of
Man
agin
g A
gen
t, w
ho
co
nsu
mes
tim
e in
pre
par
ing
bes
po
ke
(an
d p
oss
ibly
ille
gal)
res
po
nse
s to
su
ch in
cid
ents
, an
d in
th
e p
roce
ss m
ay (
a) s
eek
to n
ego
tiat
e w
ith
th
e P
erp
etra
tors
on
wh
at is
a n
on
-neg
oti
able
po
siti
on
, an
d (
b)
may
mak
e in
app
rop
riat
e co
nce
ssio
ns
to t
he
Per
pet
rato
r –
wh
ich
has
fo
ur
kno
ck-o
n e
ffec
ts –
•U
nd
erm
ines
th
e au
tho
rity
of
the
AO
MC
’s D
irec
tors
•U
nd
erm
ines
th
e sa
nct
ity
of
the
Ho
use
Ru
les
•C
reat
es a
n e
xpec
tati
on
of
neg
oti
atio
n a
nd
co
nce
ssio
n w
ith
th
e A
SB P
erp
etra
tors
•W
aste
s th
e M
anag
ing
Age
nt’
s ti
me
•If
har
sher
mea
sure
s ar
e at
tem
pte
d, s
uch
as
Bre
ach
of
Co
ntr
act
Pro
ceed
ings
aga
inst
Lan
dlo
rds
un
less
th
e Te
nan
t is
evi
cted
, Ten
ants
can
th
en r
eso
rt t
o t
he
PR
TB A
pp
eals
Pro
ced
ure
–th
is c
an
pro
lon
g th
e si
tuat
ion
by
mo
nth
s
•N
o p
roac
tive
str
ateg
y to
info
rm R
esid
ents
an
d L
and
lord
s o
f th
eir
Rig
hts
& R
esp
on
sib
iliti
es in
re
gard
to
ASB
Ch
alle
nge
•A
OM
C D
irec
tors
bea
r re
spo
nsi
bili
ty t
o c
lear
ly a
nsw
er
the
follo
win
g q
ues
tio
ns
–
–W
HA
Tar
e th
e m
ajo
r so
urc
es o
f A
SB ?
–W
HY
are
such
ASB
Inci
den
ts t
akin
g p
lace
?
–H
OW
can
th
e A
OM
C e
ffe
ctiv
ely
& e
ffic
ien
tly
min
imis
e A
SB in
it
s D
eve
lop
me
nt
?
•Fa
ilure
to
dea
l qu
ickl
y, f
irm
ly a
nd
eff
ecti
vely
wit
h A
SB is
a
fun
dam
enta
l bre
ach
of
the
AO
MC
’s C
har
ter
and
co
uld
re
sult
in t
he
AO
MC
Dir
ecto
rs b
ein
g su
ed f
or
Neg
ligen
ce
Res
olu
tio
n
1•
Form
an
ASB
Man
age
me
nt
Co
mm
itte
e –
Sub
-Co
mm
itte
e
to t
he
AO
MC
2•
Info
rmat
ion
Gat
he
rin
g &
An
alys
is –
ASB
Inci
de
nt
His
tory
–Ty
pe
, Fre
qu
en
cy, L
oca
tio
n, I
mp
act
3•
Lega
l Re
sear
ch –
Legi
slat
ion
, Rig
hts
, Re
spo
nsi
bili
tie
s
4
•D
efin
itio
n o
f A
SB M
anag
em
en
t St
rate
gy &
Pla
n
Act
ion
–1
-O
verv
iew
1•
Co
llate
& A
nal
yse
Res
earc
h –
Form
Co
ncl
usi
on
s
2•
Iden
tify
Key
ASB
Sta
keh
old
ers
& B
uild
Rel
atio
nsh
ips
–C
om
pan
y M
emb
ers,
Lan
dlo
rds,
R
esid
ents
, Man
agin
g A
gen
t, L
etti
ng
Age
nts
, Co
un
cil R
AS
Un
its,
Th
e G
ard
aí
3
•R
etai
l So
licit
or
Firm
wh
ich
is e
xper
ien
ced
in s
pec
ific
are
as o
f La
w –
MU
Ds,
La
nd
lord
-Ten
ant,
ASB
4
•D
etai
led
Def
init
ion
of
ASB
Man
agem
ent
Stra
tegy
& P
lan
-P
reve
nti
on
, M
on
ito
rin
g, E
nfo
rcem
ent
5
•R
esea
rch
, Dra
ft, D
esig
n, P
rin
t, L
aun
ch A
SB H
and
bo
ok
Act
ion
–2
–A
SB M
anag
em
en
t St
rate
gic
Fram
ewo
rk
Pre
ven
tio
nM
on
ito
rin
gEn
forc
em
en
t
Know
ledg
e is
the
Key
to P
reve
ntio
n
•Situ
atio
n An
alys
is•R
isk
Anal
ysis
•Sta
keho
lder
Rel
atio
nshi
ps•S
take
hold
er K
now
ledg
e•D
efin
ition
of A
SB•P
enal
ties
Fram
ewor
k•A
SB P
lan
Com
mun
icat
ion
•Peo
ple,
Pro
cess
,Tec
hnol
ogy
•ASB
Inci
dent
Res
pons
e Pr
oc.
•CC
TV•B
uild
Res
iden
ts’ C
onfid
ence
•Rep
ortin
g C
hann
els
•Con
fiden
tialit
y•I
ncid
ent D
atab
ase
•Inc
iden
t Res
pons
e St
ruct
ure
•Rem
ove
Subj
ectiv
ity•L
imit
Agen
t’s D
iscr
etio
n•L
egal
& S
wift
Res
pons
e•E
vide
nce
Tran
sfer
to G
arda
í
Act
ion
–3
(a)
-C
ateg
ori
se A
SB (
1)
Crit
ical
Serio
us
Nui
sanc
e
ASB
Def
initi
on –
Res
iden
tial T
enan
cies
Act
200
4AS
B C
ateg
ory
Act
ion
–3
(b)
–C
ateg
ori
se A
SB (
2)
Crit
ical
Serio
us
Nui
sanc
e
ASB
Cat
egor
ies
Clea
rly d
efin
e sp
ecifi
c ASB
Typ
es
that
Res
iden
ts, V
isito
rs a
nd L
andl
ords
will u
nder
stan
d, w
ithou
t am
bigu
ity
Act
ion
–4
–D
efin
e th
e A
SB P
enal
ties
Str
uct
ure
Crit
ical
Serio
us
Nui
sanc
e
Inci
dent
Sev
erity
Res
pons
e Se
verit
y
The
ASB
Pena
lty S
truct
ure
mus
t als
o ta
ke c
are
of R
espo
nse
Esca
latio
n Pr
oced
ures
Act
ion
–5
–C
om
mu
nic
ate
you
r A
SB M
anag
emen
t P
lan
to
all
ASB
Sta
keh
old
ers
•D
eve
lop
ean
ASB
Han
db
oo
k fo
r yo
ur
De
velo
pm
en
t
•C
om
mu
nic
atio
n T
oo
l wit
h A
ll A
SB S
take
ho
lde
rs
•P
rim
ary
Co
nte
nts
––
Def
init
ion
of
ASB
–Ke
y O
bje
ctiv
es o
f A
SB M
anag
emen
t P
lan
–R
esp
on
se t
o A
SB –
Imp
acte
d b
y o
r En
gagi
ng
In
–Fu
rth
er In
form
atio
n
Copy
right
Gra
ttan
Hal
l Man
agem
ent L
td.
Act
ion
–6
–La
un
chin
g yo
ur
ASB
Man
agem
ent
Pla
n
•C
on
ven
e a
spec
ific
Gen
eral
Mee
tin
g fo
r yo
ur
lau
nch
–D
on
’tm
ix t
his
wit
h t
he
AG
M
•IN
VIT
E A
LL A
SB S
TAK
EHO
LDER
S –
–C
om
pan
y M
em
be
rs
–Th
e M
anag
ing
Age
nt
–A
ll R
esi
de
nts
–C
om
pan
y So
licit
or
–Th
e G
ard
aí
–Th
e C
ou
nci
l’s R
AS
Un
it
–Le
ttin
g A
gen
ts
Pri
ze•
Min
imis
e an
d a
s fa
r as
po
ssib
le p
reve
nt
the
occ
urr
ence
of
ASB
in y
ou
r D
evel
op
men
t
•M
axim
ise
the
‘Qu
alit
y o
f Li
vin
g Ex
per
ien
ce’ f
or
you
r R
esid
ents
•P
rote
ct a
nd
as
far
as p
oss
ible
en
han
ce b
oth
Ren
tal
Val
ues
an
d C
apit
al V
alu
es o
f p
rop
erti
es in
yo
ur
Dev
elo
pm
ent
•B
ut
–R
emem
ber
–
–Yo
ur
ASB
Pla
n w
ill t
ake
tim
e t
o t
ake
eff
ect
–Th
e r
eal
ity
is t
hat
wh
ilst
Pre
ven
tio
n is
th
e k
ey, y
ou
will
lik
ely
hav
e t
o s
tart
ou
t w
ith
En
forc
em
en
t, s
o a
s to
‘we
ed
o
ut
the
Bad
Ap
ple
s’ f
irst
Sum
mar
y•
ASB
is a
ser
iou
s an
d m
ult
i-fa
cete
d p
rob
lem
th
at a
ffec
ts m
any
MU
Ds
thro
ugh
ou
t Ir
elan
d
•A
SB a
ffec
ts Q
ual
ity
of
Livi
ng
in y
ou
r D
evel
op
men
t, a
nd
may
imp
act
bo
th R
enta
l Val
ues
an
d C
apit
al V
alu
es o
f p
rop
erti
es in
yo
ur
Dev
elo
pm
ent
•Th
e re
alit
y is
th
at m
any
AO
MC
s (a
) d
o n
ot
suff
icie
ntl
y p
rio
riti
se A
SB M
anag
emen
t in
th
eir
Man
agem
ent
Ch
arte
r an
d (
b)
are
reac
tive
(ta
ctic
al)
rath
er t
han
pro
acti
ve s
trat
egic
) in
th
eir
resp
on
se t
o it
•Fa
ilure
by
AO
MC
Dir
ecto
rs t
o a
deq
uat
ely
resp
on
d t
o A
SB c
an r
esu
lt in
th
em b
ein
g su
ed
for
Neg
ligen
ce
•A
co
her
ent
ASB
Man
agem
ent
Stra
tegy
, wh
ich
is in
clu
sive
of
all A
SB S
take
ho
lder
s, c
an
effe
ctiv
ely
min
imis
e A
SB in
yo
ur
Dev
elo
pm
ent
–b
ut
exp
ect
to s
tart
ou
t w
ith
En
forc
emen
t in
ord
er t
o ‘W
eed
ou
t th
e B
ad A
pp
les’
fir
st
•D
on
’t n
ego
tiat
e o
n y
ou
r A
SB R
esp
on
se F
ram
ewo
rk a
nd
do
n’t
mak
e co
nce
ssio
ns
•Ei
ther
lim
it t
he
po
wer
of
you
r M
anag
ing
Age
nt
in r
esp
on
din
g to
ASB
or
mak
e cl
ear
to t
he
Age
nt
that
th
e R
esp
on
se F
ram
ewo
rk is
no
n-n
ego
tiab
le
•D
on
’t e
xpec
t yo
ur
ASB
Man
agem
ent
Stra
tegy
an
d S
up
po
rtin
g P
lan
to
be
dev
elo
ped
o
vern
igh
t –
It’s
a s
ign
ific
ant
task
, bu
t th
e re
sult
s w
ill ju
stif
y th
e ef
fort
–D
raft
ing
of
the
ASB
Man
agem
ent
Stra
tegy
& P
lan
fo
r m
y D
evel
op
men
t to
ok
a ye
ar o
f p
art-
tim
e ef
fort
fr
om
th
e A
SB M
anag
emen
t C
om
mit
tee
and
th
ree
full
wee
ks o
f m
y o
wn
tim
e to
dra
ft t
he
ASB
Han
db
oo
k, p
lus
invo
lvem
ent
of
a G
rap
hic
s A
rtis
t to
des
ign
it
•Kn
owle
dge
Dev
elop
men
t an
d Si
tuat
ion
Ana
lysi
s ar
e th
e cr
itic
al s
tart
ing
poin
ts
Than
k Yo
u
•Q
ues
tio
ns
& A
nsw
ers
![ASB The Changing Landscape - Chartered Institute of Housing Support/EM resources/ASB... · Recent ASB Case Law Wandsworth LBC v Maggott [2013] • ASB not found to be “in the locality”](https://static.documents.pub/doc/80x56/5c050c6d09d3f2133a8cde9d/asb-the-changing-landscape-chartered-institute-of-supportem-resourcesasb.jpg)
