Computer Budgeting by Vernon Hustead Most landscape architectural firms are currently using computers in some fashion within their company. The extent to which they use this technology ranges from word processing, CAD systems and downloading/ uploading graphics from/to the internet. The following article gives some suggestions to budgeting for computer expenditures. Computers are an evolutionary product within the office. Unlike a one-time purchase, (like a desk or filing cabinet), computers continually need to be repaired, expanded and upgraded. You don't buy a computer-- you buy a subscription to computer technology, which must be continually renewed. I have felt that the funding of computer purchases should be a calculated component of a firm's regular budget, and less on an "as needed" basis. Hence, the point of this article. I've been investigating the ultimate question of determining the best way to financially plan and budget for computer purchases. The answer is complex and in the end, is site specific for each firm. I thought this article might represent a beginning point of discussion as opposed to "the" answer. I queried several firms on their approach to budgeting for computers-- and found just as many answers. Annapolis, Maryland-based The Tech Group, Inc. employs approximately 100 Landscape Architects, engineers and surveyors, and support staff in three offices. Chris Fisher is the firm's Network Administrator, and is instrumental in computer maintenance and upgrades for the offices. The firm sets aside a monthly fee for computer purchases and upgrades. Fisher has developed a database to evaluate and determine who receives new computers and upgrades. He keeps a log of each computer and its associated components. Each employee is given a rating based on their occupation (i.e. CAD user [10], project manager [6 or 7], administration [3 or 4]). Fisher has developed a formula that uses this rating system to determine new purchases. As a new computer is given to someone, the old one is given to another user, and so on and so on. In addition, a small portion of the monthly fee is set aside in a slush fund for shared resources. These include (plotters, printers and the network) and supplies (paper, ink cartridges). Training is provided in-house as needed. Oehme van Sweden and Associates, based in Washington, D.C., employs 24 Landscape Architects and support staff. Here, each employee has a computer station. The beauty of this scenario is that they have gone from no computers to all computers in only two years. The system manager of the firm, Ariel Gelman, provides all the technical support in-house to run the variety of computer needs. The firm funds computer purchases as expenditures are required. The firm is committed to the use of computers and continually evaluates and looks for opportunities where the firm could benefit from using this technology. When considering new purchases, the firm evaluates not only price, but performance, generic parts and technical support. Daft-McCune-Walker (DMW)-- based in Baltimore, Maryland-- employs just under 100 Landscape Architects, engineers, surveyors, environmental scientists and support staff. They currently have computers for most professionals and production staff. DMW is progressively advancing towards one computer for every staff position. Many staff positions require multiple computers for multi tasking, plotting and other functions. The firm prepares a yearly budget for computer expenditures, expansion and growth. DMW takes advantage of amortization schedules, which allow the firm to write off major hardware and software purchases. The firm has three staff members to handle the systems, data and CAD activities. The firm has two full time staff members to handle the company's six servers and multiple data bases as well as a committee consisting of Landscape Architects, professional engineers, surveyors and CAD production specialists. According to David Locke, ASLA, senior staff members act as mentors and trainers for less experienced staff and personal. Locke elaborates, "I use the term 'Virtual Garden' to describe the maintenance of a localized office computer environment. Like a garden, the Landscape Architect's computer environment needs continuous care, devotion and nourishment. Once the original components of the computer system are purchased-- upgrades, maintenance, addition of supplemental parts and knowledge of technology trends will keep these devices operating efficiently." As you can see, there are many alternatives to budgeting for computers. However, I would like to suggest that your firm regularly plan and incorporate computer expenditures within your financial budget. A pro-active approach to this activity will help the firm in developing your overall projections and adjust to future growth, crises and recognize opportunities for computer technology. lasn