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On more unique types of projects, particularly comprehensive studies, a consultant's past experience with similar types of work can be particularly beneficial in providing quality work in a cost-effective manner. In such case, the normal short list may be expanded, or even bypassed, to solicit qualifications from firms who have special expertise in the field of work desired. Once a short list for a project is determined, actual selection can be based on a number of methods, including:. b) Rotate project assignments. This assures that all consultants making the short list will have an opportunity to demonstrate their ability. Interview and make selection on the 'basis of specific project qualifications. One consultant has experience, which may make them more familiar with a project. Such a consultant may be the logical choice. Compensation might be provided on a cost plus fixed fee basis, or could be negotiated. c) Select consultant submitting the lowest lump sum cost. This is the method currently being used. Methods of Compensation: Below is discussion of various methods of compensation for engineering services which are in use: p0rcentage of construction cost: There is an inherent paradox here in that really economical design reduces the fee, while poor design leads to a higher fee. Also, it is difficult to properly relate work complexity to a reasonable percentage fee; obviously, the design effort in designing a street re-surfacing is considerably less than that for new wastewater plants costing the same to build. Manual 45 of the American Society of Civil Engineers states that "the present relationship between engineering costs and construction costs...is no longer valuable as a guide for determining engineering costs for a given project", which is why use of this fee basis has declined. b) Agtual cost tflus fixed fee: Documentation and review of the costs can require considerable detail and a3ministmfivc time. Some costs are easier to identify and control than others; for example, telephone and travel may seem easily identifiable and therefore controllable, but there can be disputes about the need and extent of such costs. Personnel cost administration can be difficult because of overhead items and questions on how many people were used and in what classifications. It may be appropriate to establish selected "upset maximum" figures in the agreement to give greater client control. The fixed fee should include the entire profit for the job, but should exclude salaries of f'mn principals which should be paid as personnel costs. This fee basis is frequently used, but it can require closer monitoring than many local agencies find practical. It can be a sound compensation basis for projects ranging from small jobs or minor additions to major contracts, and it is also useful for compensating management consultants. c) Salary_ cost times a multinlier plus incidental costs: The multiplier (may range from 2.2 to 3.3) is intended to cover ~'sonnel benefits and overheads, general office costs, profit, and general overhead, with travel, long distance phone, printing, and other such incidentals being separately paid. The client should insist on details of the overheads and other items which make up the multiplier and documentation of the types and numbers of personnel which have been charged. Again, this method should include "upset-maximums" and can involve significant administrative and review expense for the agency. This approach is still