![]() ![]() The software they use to help manage the project is the property of a consultant. When they turn on their computers, much of their data is stored on servers owned by consultants. When state rail authority employees go to their Sacramento headquarters, they work in offices rented by a consultant. Ten years after voters approved it, the project is $44 billion over budget and 13 years behind schedule.īut actually reducing the role of consultants will be problematic because they have become cemented into place. But that strategy has failed to keep project costs from soaring. Despite repeated warnings since 2010 about weaknesses in its staffing, the rail authority believed it could reduce overall costs by relying on consultants and avoiding a large permanent workforce. They even oversee other consultants.īut significant portions of this work have been flawed or mismanaged, according to records reviewed by The Times and interviews with dozens of people involved in the project. They produce tens of thousands of pages of reports and attend community meetings. They assess the geological conditions in the San Gabriel Mountains and estimate how many people will ride the future system. Today, these consultants manage nearly every aspect of the job: They direct day-to-day construction work in the Central Valley and negotiate with farmers to buy land. Now, more than a decade later, that decision has proved to be a foundational error in the project’s execution - a miscalculation that has resulted in the California High-Speed Rail Authority being overly reliant on a network of high-cost consultants who have consistently underestimated the difficulty of the task. ![]()
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