When California shifted its bullet train plan into high gear in 2008, it had just 10 employees to manage and oversee design of the largest public construction project in state history.
Consultants assured the state there was little reason to hire hundreds or thousands of in-house engineers and rail experts, because the consultants could handle the heavy work themselves and save California money. It would take them only 12 years to bore under mountains, bridge rivers and build 520 miles of rail bed — all at a cost of just $33 billion.
State officials followed that advice, and for the next several years, development of the nation’s first high-speed rail line was overseen by a minuscule government staff.
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.
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. They assess the geological conditions in the San Gabriel Mountains and estimate how many people will ride the future system. They produce tens of thousands of pages of reports and attend community meetings. They even oversee other consultants.
