FINAL Public Outreach
and Engagement Plan
August 2025
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Document Version Acceptance Date
Plan Version 1 August 21, 2025
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TABLE OF CONTENTS
Table of Contents ............................................................................................................................................... ii List of Figures ................................................................................................................................................... iii Acronym List ..................................................................................................................................................... iv Introduction ........................................................................................................................................................ 1 Purpose ............................................................................................................................................................ 1 Project Background .......................................................................................................................................... 1 What We Have Heard So Far............................................................................................................................ 2 How Community Feedback Shaped the Process ............................................................................................... 3 Role of the Engagement Team ......................................................................................................................... 4 Engagement Plan Goals ................................................................................................................................... 5 Project Milestones.............................................................................................................................................. 6 Public Engagement ............................................................................................................................................ 7 Approach .......................................................................................................................................................... 7 Standard Process ............................................................................................................................................. 7 Conceptual Development (15% Design) ............................................................................................................ 8 Preliminary Engineering (35% Design) and Environmental .............................................................................. 10 Engagement and Digital Communication Tools ............................................................................................. 13 Digital Communication .................................................................................................................................... 13 Data Synthesis ............................................................................................................................................... 14 Community Partner Engagement .................................................................................................................... 17 Community Partner Identification Process ....................................................................................................... 17 Community Participation ................................................................................................................................. 17 Conclusion ....................................................................................................................................................... 18 ATTACHMENT A............................................................................................................................................... 19
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LIST OF FIGURES
Figure 1: Project Milestones .............................................................................................................................. 6 Figure 2: Engagement Process ......................................................................................................................... 7 Figure 3: Conceptual Development Engagement Activities ............................................................................. 9 Figure 4: Preliminary Engineering and Environmental Engagement Activities ............................................ 11
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ACRONYM LIST
Americans with Disabilities Act (ADA) is a United
States (U.S.) federal law that prohibits discrimination against individuals with disabilities and ensures equal access to public spaces, transportation, employment,
and services.
Caltrain is the Lead Agency for this project phase.
California Environmental Quality Act (CEQA) is a
state law that requires government agencies to
evaluate and disclose the environmental impacts of
proposed projects before approval.
City of Palo Alto Project for Grade Separation
Churchill Avenue, Meadow Drive, and Charleston
Road (Project) refers to separation of three Caltrain
at-grade crossing locations in the City of Palo Alto.
Community-Based Organization (CBO) is a non -
profit or non-governmental organization that operates
within a specific community, addressing local needs
and improving the well-being of its residents.
Engagement Team includes Kimley-Horn, Caltrain,
and City of Palo Alto s taff. Kimley-Horn will lead the engagement strategy and collaborate closely with
Caltrain and the City of Palo Alto.
Equity-Based Engagement refers to an inclusive
and intentional approach to public participation that
prioritizes the voices and needs of historically
underserved and marginalized communities.
Funding Sponsors refers to both the Federal
Railroad Administration (FRA) and Santa Clara Valley
Transportation Authority (VTA).
Federal Railroad Administration ( FRA) is an
agency within the U.S. Department of Transportation
(USDOT) responsible for regulating and overseeing
the nation's railroad industry.
Lead Agency is the public agency with the primary
responsibility for oversight of the project.
Locally Preferred Alternative (LPA) is the design
option selected by a local agency, usually through a
public planning process, as the best solution to meet
project goals while balancing factors like cost,
community impact, and feasibility.
National Environmental Policy Act (NEPA) is a
U.S. federal law enacted in 1969 that requires
government agencies to assess the environmental
effects of their proposed actions before making
decisions.
Peninsula Corridor Joint Powers Board (PCJPB)
governs Caltrain and consists of agencies from the
three counties served by Caltrain: San Francisco,
San Mateo, and Santa Clara.
Project Management Plan (PMP) is a framework
that serves as the programmatic document for the
Project, from which other management and
administrative processes are defined.
Project Sponsor refers to the City of Palo Alto which
has secured funding from the Santa Clara Valley
Transportation Authority (VTA) and the Federal Rail
Administration (FRA) to advance the Project through
preliminary engineering, public engagement, and
environmental clearance.
Public Outreach and Engagement Plan (Plan)
outlines specific strategies for connecting with and
informing the public about opportunities, with the goal of raising awareness and engaging them in a specific
project or agenda.
Santa Clara Valley Transportation Authority (VTA)
is a public transportation agency responsible for
providing and planning transportation services in
Santa Clara County, California.
1 INTRODUCTION
Caltrain, in partnership with the City of Palo Alto (City) and Kimley-Horn and Associates (Kimley-Horn), prepared this Public Outreach and Engagement Plan (Plan) for the City of Palo Alto Project for Grade Separation Churchill Avenue, Meadow Drive, and Charleston Road (Project). The Plan guides public outreach efforts thought the life of the Project , fostering involvement from the community, City Rail Committee, City Council, and interested parties at key Project milestones for the proposed grade separation crossing locations at Churchill Avenue, Meadow Drive, and Charleston Road. Ongoing engagement efforts will be adapted and refined based on community needs and feedback, ensuring a responsive and effective process. T hrough open communication, diverse outreach strategies, and accessible engagement opportunities, this Plan will help build consensus and guide informed decision-making that reflects the community’s priorities.
PURPOSE
This Plan establishes a structured framework of engagement activities, enhanced communication activities for disseminating key Project information, milestones, and synthesizing public input to the community and public officials.
PROJECT BACKGROUND
The Project is a long- term initiative aimed at improving rail safety, reducing traffic congestion, and enhancing mobility along the Caltrain corridor in the City. The Project stems from ongoing efforts to address safety concerns and transportation challenges posed by at -grade rail crossings along Alma Street, where seven major crossings intersect the rail line.
Caltrain, operated by the Peninsula Corridor Joint Powers Board (PCJPB), has served as a key transportation corridor for the region, but with plans for electrification and expanded service under the 2040 Business Plan, increased train frequency is anticipated to lead to longer gate downtimes and greater congestion at at -grade crossings. Three of Palo Alto’s crossings—Churchill Avenue, Meadow Drive, and Charleston Road (Project crossing locations)—remain at-grade, posing safety risks and traffic challenges.
Recognizing the need for action, the City initiated the Connecting Palo Alto Project, with the goal of separating roadways from the rail line at key intersections. Over the past two years, the Rail Committee has played a crucial role in evaluating potential grade separation solutions, conducting detailed reviews of underpass alternatives, geotechnical assessments, traffic impact studies, noise, and vibration analyses, and Caltrain’s operational requirements.
In June 2024, City Council approved advancing the Project into the Preliminary Engineering (35% design) and Environmental Documentation phase for the following alternatives:
Churchill Avenue: The Partial Underpass at Churchill Avenue with a Bicycle and Pedestrian crossing at Seale Avenue was chosen as the Locally Preferred Alternative (LPA), with the Closure alternative as backup to advance.
Meadow Drive and Charleston Road: The Hybrid (including a mixed wall/column approach) and Underpass alternative were chosen to advance.
2 To facilitate durable decision-making and expedite refinement of the alternatives , the Project is divided into two steps: Step 1 – Conceptual Development (15% Design) and Step 2 – Preliminary Engineering (35% Design) and Environmental Documentation. Step 1 is anticipated to progress through mid-2026, after which Step 2 will begin, focusing on advancing the alternatives to 35% design and complete the environmental clearance under the California Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA ). Public engagement events will be hosted throughout the life of the Project to gather community feedback on the alternatives. The anticipated Project timeline to complete a 35% conceptual design and environmental clearance is anticipated to culminate in late 2027.
Securing funding has been a key component of the Project’s history. In October 2022, the City received $6 million in federal funding through the Federal Rail Administration (FRA) Rail Crossing Elimination (RCE) Program. An additional $14 million was allocated from Santa Clara County’s 2016 Measure B funds, managed by the Santa Clara Valley Transportation Authority (VTA).
As the Project progresses, the City remains committed to community engagement and collaboration with regional partners, ensuring that the final grade separation solutions align with the City’s long-term mobility and safety goals.
Step 2 is expected to conclude in late 2027, marking a significant milestone in the transformation of the City’s rail infrastructure.
WHAT WE HAVE HEARD SO FAR
Over several years, the City of Palo Alto has conducted extensive community outreach to better understand local concerns, values, and priorities related to rail grade separations. Community input was gathered through Community Advisory Panel (CAP) and later through the Expanded Community Advisory Panel (XCAP), neighborhood meetings, town halls, surveys, online platforms, and one-on-one engagement. The outreach to date has reaffirmed the importance of transparent decision- making, neighborhood -specific impact s, and tailored engagement strategies for different communities within Palo Alto.
Key themes emerged across outreach efforts:
Support for Bicycle and Pedestrian Safety: Residents consistently emphasized the importance of safe, grade-separated bike and pedestrian crossings, particularly near schools and along key corridors like Churchill, Meadow, and Charleston.
Concerns About School Traffic and Cut-Through Traffic: Feedback underscored the impact of school drop-offs and pickups at Churchill Avenue and the broader concern that street closures or detours could increase congestion on local neighborhood streets.
Desire to Minimize Visual and Noise Impacts: Many community members expressed strong opposition to alternatives that would introduce large-scale visual barriers or elevated rail infrastructure. Noise was also a common concern, particularly regarding viaduct options and the impact of construction. Worries About Construction Disruption and Cost: Residents voiced apprehension about long-term construction activities, potential business and household displacement, and whether the City could fund and maintain the proposed improvements over time.
3 HOW COMMUNITY FEEDBACK SHAPED THE PROCESS
Community input has directly shaped the refinement of project alternatives and the prioritization of evaluation criteria. A council adopted criteria that lead to development of the Evaluation Matrix supporting the evaluation of various alternatives. Additional community input also supported the Rail Committee and the City Council in the decision making. For example:
A community-generated concept, the Churchill Partial Underpass, was added and evaluated in response to concerns about full closure and circulation impacts. Noise and visual impact mitigation strategies were explored further for viaduct and hybrid alternatives. Bike/pedestrian tunnel designs and new crossings (e.g., Seale Avenue) were developed and evaluated. Traffic analyses and mitigations were expanded based on stakeholder feedback, especially from the Palo Alto Unified School District (PAUSD) and Safe Routes to School advocates.
4 ROLE OF THE ENGAGEMENT TEAM
The Engagement Team operates based on the following key guiding principles:
The Engagement Team will engage the community
through workshops, surveys, and open house events
while utilizing online platforms and outreach
campaigns to gather input and share Project updates.
The Engagement Team will c ollaborate with local
leaders to ensure inclusive participation and work to
address diverse concerns.
The Engagement Team will serve as liaisons
between the Project and the community, engagement
efforts focus on building trust through meaningful
relationships with local leaders, organizations, and
residents. Maintaining these connections beyond
individual events fosters long-term collaboration and
strengthens community partnerships.
The Engagement Team will foster community
engagement by involving community members in
planning, maintaining open communications,
andrecognizing community involvement..
The Engagement Team will ensure clear, timely, and
consistent communication through diverse channels,
encourage open dialogue, address feedback
transparently, and provide accessible resources for
transparency.
The Engagement Team will collect community input
through various platforms, including community
meetings, technical workshops, open houses, online
surveys, website updates and public comment forms.
The collected data is then synthesized by analyzing
feedback, identifying key themes, grouping similar
responses, and summarizing insights to guide
decision-making and support project outcomes.
The Engag ement Team will compile and present
community feedback through summary reports, visual
data, and regular briefings, emphasizing key
concerns, actionable recommendations, and focused
discussions with decision-makers.
5 ENGAGEMENT PLAN GOALS
The Plan is designed to foster inclusive community engagement. The Plan’s goal is to:
Educate and Inform: Provide the community with clear information about the project’s history, objectives, and existing alternatives.
Engage: Ensure accessible platforms and diverse opportunities for meaningful community involvement.
Solicit Input: Actively gather detailed feedback to better understand the community’s needs and priorities.
Share Feedback: Communicate community insights and concerns clearly to decision-makers.
Recommend: Present well-supported alternatives for decision-makers to evaluate and consider.
6 PROJECT MILESTONES
The Plan timelines, shown in Figure 1, outline anticipated engagement events, activities, and milestones throughout the life of the Project from Conceptual Development through Preliminary Engineering and Environmental. Decision Point (DP 1) will include the refined concepts presented to Rail Committee and City Council. City Council will decide which alternatives to advance to 15% Design based on community feedback and the refined concepts. Decision Point 2 (DP 2) will include the refined 15% design concepts for City Council to decide which one alternative (per crossing) to advance to Preliminary Engineering (35% Design) and Environmental Documentation.
Figure 1: Project Milestones
During Conceptual Development, the technical workshops will focus on the review of the refined concepts. During Preliminary Engineering and Environmental, the technical workshops will focus on the key topics of the refined concepts such as traffic and mobility, right-of-way, constructability, and cost estimating to provide a more in-depth review and discussion.
7 PUBLIC ENGAGEMENT
APPROACH
The engagement approach can be summarized by two overarching categories: Engage and Gather Community Input, and Report Findings.
Engage and Gather: The Engagement Team will actively engage the community and stakeholders and gather feedback through virtual and in-person meetings, technical workshops, and open houses . Targeted outreach via social media, newsletters, and local publications will ensure broad reach and participation. As shown in Figure 1, many opportunities will be provided for the community to voice concerns and ask questions. Collaboration with local organizations and community leaders will also help identify and reach underrepresented groups, ensuring diverse perspectives are heard and incorporated into the Project.
Report Findings: The Engagement Team will collect community feedback through various engag ement opportunities and online platforms , ensuring a structured and transparent communication process with decision- makers. Summary reports will synthesize public input into clear, concise documents for the Rail Committee and City Council, highlighting key concerns, recurring themes, and top priorities. Regular briefings at project milestones will keep decision-makers informed, utilizing data visualization tools like charts and maps to illustrate community input and project impacts. Additionally, actionable recommendations will be provided to guide decision- making, ensuring public feedback plays a vital role in project development.
STANDARD PROCESS
The engagement process follows a structured approach to ensure effective outreach and meaningful community participation, as shown in Figure 2.
Figure 2: Engagement Process
8 1. Identify Key Community Partners & Target Audiences – Collaborate with the City and local organizations to identify stakeholders, ensuring inclusive and equitable engagement.
2. Define Engagement Objectives – Establish clear goals for each event, aligning outreach efforts with project milestones and community priorities.
3. Select Venue & Logistics Planning – Choose accessible locations for in-person events and set up virtual options to maximize participation.
4. Promote Events/Mailers – Utilize mailers, website updates, newsletters, and social media to inform the public about upcoming engagement opportunities.
5. Website Updates – The Project website will serve as primary channels for advertising the Project, keeping the community informed and engaged. These platforms will provide news, event notifications, upcoming engagement opportunities, timeline progress, major announcements, and feedback summaries. Additionally, the website will serve to provide emergency notifications, changes in Project scope, or responses to significant community input. Updates are anticipated to occur monthly and quarterly.
6. Social Media Updates – The social media platform(s) will be used to share quick updates, upcoming events, surveys, and other engagement platforms available to the community.
7. Provide Language Access – Ensure accessibility by offering translation and interpretation services for diverse community members.
8. Gather & Synthesize Feedback – Collect input during events, analyze key themes, and distribute summaries to stakeholders and decision-makers.
This process ensures that community voices are heard, information is accessible, and engagement efforts are transparent and effective throughout the Project.
CONCEPTUAL DEVELOPMENT (15% DESIGN)
Goal: The goal during conceptual development is to educate the community on the Project’s history and proposed alternatives, inform them of the technical body of work and opportunities for engagement, gather feedback on conceptual designs and synthesize input for dissemination to the community, Rail Committee and City Council.
Feedback gathered and synthesized will inform Decision Point 1 , refining conceptual alternatives and Decision Point 2, advancing selected alternatives to a 15% conceptual design.
Figure 3 is a visual interpretation of planned Step 1 engagement activities.
9 Figure 3: Conceptual Development Engagement Activities
ENGAGEMENT ACTIVITIES
Two Community Meetings are planned to occur prior to Decision Point 1 to provide a platform for a diverse group of stakeholders—including schools, businesses, and community-based organizations (CBOs)—to engage with the Project Team and review the selected alternatives prior to Decision Point 1 when the Rail Committee and City Council will consider community input and refine the alternatives under consideration. The following is a breakdown of anticipated Community Meetings format, content to be co vered during the meetings , and time for community questions and input.
Format: Present the design options for Churchill/Seale Avenue, Meadow Drive, and Charleston Road in a public setting, as well as online via a Project website, mailers, and social media.
Content: Show how the designs have evolved since the alternatives where first introduced. Include visualizations, presentations to communicate Project details , provide opportunities for community input , and gather community concerns. The community meetings will walk through each of the design options. The Engagement Team will collect community feedback in-person and will also collect community feedback via online portals that will be made available to the public.
Proposed Meetings:
1 for Churchill Avenue/Seale Avenue alternatives
1 for Meadow Drive and Charleston Road alternatives
Target Audience:
Community members and leaders
Community business organizations
Schools
Local businesses
Q&A Session: Give the community an opportunity to ask questions and provide additional feedback on the updated designs.
10 Two Technical Workshops are planned to occur prior to Decision Point 2. The technical workshops will provide opportunities to community members to engage in focused discussions on a variety of topics ranging from traffic, acquisitions, right -of-way, safety , among others, pertaining to the selected alternatives. The following is a breakdown of anticipated Technical Workshops format, content to be covered during the meetings, and time for community questions and input.
Format: Present design alternatives in a focused group setting . The engagement will include visual aids (renderings, maps), and a presentation.
Content: The Technical Workshops will provide updated refined concepts to the public and discussions will be geared towards the discussion of specific technical aspects of the various alternatives.
Proposed Workshops:
1 for Churchill Avenue/Seale Avenue alternatives
1 for Meadow Drive and Charleston Road alternatives
Target Audience: Community members, including property owners, tenants, and businesses located adjacent to or near the proposed project areas. This also includes residents who rely on the roadways and transit users who may experience changes in access or service as a result of the project. Homeowner associations, neighborhood groups, and other locally organized stakeholders with a vested interest in the project’s design and implementation are also encouraged to participate.
Q&A Session: Each workshop will set aside time for the public to ask questions, express concerns, and give overall feedback.
An Open House is planned to occur prior to Decision Point 2 and will provide community members and all interested parties with an opportunity to learn about and provide input on the proposed LPAs.
Format: The open house will be structured as an interactive, drop-in style event where attendees will have the opportunity to review display boards, maps, and other materials showcasing the LPAs for each Project location.
Content: The Engagement Team and technical staff will be available to provide Project status, advancements or changes in design and will be available to answer technical questions. The Open House will offer information on detailed construction schedules, phasing plans, traffic, safety measures, and expected outcomes of the designs.
Q&A and Feedback: The event is planned to allow community members to ask questions and provide feedback on the Project at their leisure to staff members, in written format, or online.
PRELIMINARY ENGINEERING (35% DESIGN) AND
ENVIRONMENTAL
Goal: The goal of engagement in Step 2 is to continue discussions on design alternatives with a more in- depth technical analysis. As the design progresses, this step will focus on providing the community with opportunities to engage in a more technical capacity, ensuring that input is collected on critical design elements. This step will help
11 refine concepts leading to Decision Point 2, where the City Council will finalize selections for 35% Design and Environmental Documentation, expected to be completed by the end of 2027 per the Cooperative Agreement.
Figure 4 is a graphical interpretation of the technical engagement activities in Step 2, including purpose, types of community events, anticipated crossing locations, and target audience.
Figure 4: Preliminary Engineering and Environmental Engagement Activities
ENGAGEMENT ACTIVIT IES
Two Community Meetings will provide community members with an opportunity to learn about and provide input on the proposed LPAs. These workshops will include presentations from project staff and technical experts, interactive discussions, and opportunities for participants to ask questions and voice their concerns. Attendees will be encouraged to provide feedback on key elements of the proposed LPAs, including mobility impacts, potential right-of-way requirements, safety considerations, and community integration. The workshops will also highlight how previous community input has shaped the design process and explain the next steps in project development. By fostering an open and inclusive dialogue, these workshops will ensure that community voices are heard and considered as part of the decision-making process.
Format: Present the design options for Churchill/Seale Avenue, Meadow Drive, and Charleston Road in a public setting, as well as online via a Project website, mailers, and social media.
Content: The community meetings will aim to r e-engage the community and gather input on design alternatives , present updated design concepts with an overview of refinements , and facilitate discussions to capture feedback on community priorities and concerns
Proposed Meetings:
1 for Churchill Avenue/Seale Avenue alternatives
1 for Meadow Drive and Charleston Road alternatives
Target Audience:
Community members and leaders
Community business organizations
12 Schools
Local businesses
Six Technical Workshops : Specific technical discussions covering topics such as right-of-way, mobility, constructability, and Project cost estimates.
Content: The proposed content for the technical workshops will include key project topics such as right -of-way impacts, mobility and accessibility considerations, constructability and cost estimates.
Proposed Workshops:
3 for Churchill Avenue/Seale Avenue alternatives
3 for Meadow Drive and Charleston Road alternatives
Target Audience: Community members, including property owners, tenants, and businesses located adjacent to or near the proposed project areas. This also includes residents who rely on the roadways and transit users who may experience changes in access or service as a result of the project. Homeowner associations, neighborhood groups, and other locally organized stakeholders with a vested interest in the project’s design and implementation are also encouraged to participate.
An Open House will provide community members with an opportunity to learn about and provide input on the proposed LPAs.
Format: The final open houses will be structured as interactive, drop- in style events. Attendees will have the opportunity to review display boards, maps, and other materials showcasing the LPAs for each location. Project Team members will be available at differe nt stations to provide information, answer questions, and gather community feedback.
Content: Provide detailed construction schedules, phasing plans, traffic forecasts, safety measures, and expected outcomes of the final designs.
Target Audience: Open to all community members, including residents, local business owners, commuters, advocacy groups, and other stakeholders interested in the project’s development. This event is designed to provide an inclusive space where individuals from all backgrounds can learn about the project updates, voice their perspectives, and contribute to the decision- making process. Special outreach will be conducted to ensure participation from historically underrepresented groups, renters, seniors, and individuals with disabilities.
Q&A and Feedback: Allow community members to ask final questions and provide feedback on the anticipated layout. Include specific questions on what the community likes or dislikes about the final design and any concerns they have for the construction phase.
Interactive Tools:
Interactive maps will supplement open houses to allow residents to engage with digital maps Comment walls will be set up throughout for community members to leave comments and suggestions.
There will also be comment boxes where comments can be dropped off. Online platforms will also be available to provide comments.
13 ENGAGEMENT AND DIGITAL COMMUNICATION
TOOLS
Throughout the engagement process, the Project will implement a variety of outreach and engagement techniques to connect with the community and community partners.
STRATEGIC PARTNERSHIPS WITH EXISTING NETWORKS
Kimley-Horn will collaborate with Caltrain and the City, CBOs, and other parties already active in the community that are interested in participating in the project’s public engagement opportunities. The goal is to leverage existing relationships which will facilitate effective, respectful, and targeted engagement efforts. This will also provide the engagement team with the opportunity to help identify additional community members/groups with the community that are not aware of this engagement effort.
PUBLIC COMMENT
Throughout the duration of the public engagement period , the engagement team will solicit ongoing public comments in written format or digitally through a form on the project website.
FACTSHEETS
The Engagement Team will produce factsheets to support all steps of public engagement. One factsheet will be produced after each round. The factsheets are intended to provide updates and general information surrounding major milestones and will be available for print distribution during engagement events and on the project website.
Each factsheet will be offered in both English and Spanish and will be designed to be Americans with Disabilities Act (ADA) accessible both digitally and in print.
DIGITAL COMMUNICATION
To support all public engagement, the Engagement Team will prepare digital communications intended to supplement the workshops, factsheets, and website updates. The following tools will be utilized to create supplemental digital communications and will assist in educating, informing, and engaging the public.
WEBSITE
The Engagement Team will create and update a project website to serve as a source for updates and information.
The website will be updated to include factsheets and other information during each round of public engagement.
There will also be updates at the end of the project, to communicate project outcomes and next steps. The website is expected to be hosted on Caltrain’s server and is anticipated that Kimley-Horn will make the necessary website updates. The City’s website will include a link to the projec t website on Caltrain’s site. Other information to be included on the project website will include:
Project background
Information such as timelines and key milestones
Events and key process points, as applicable
14 VIDEO CONTENT AND SOCIAL MEDIA
A key component of our digital outreach will be the development of short, 60-second video clips designed for social media platforms. These videos will:
Provide an overview of the project, including its goals, timeline, and benefits. Highlight examples of successfully grade separation projects that are similar in nature, demonstrating best practices and community benefits.
Feature visualizations, animations, and before-and-after comparisons to illustrate the potential improvements.
These videos will be shared on the P roject’s website, as well as Caltrain’s and the City’s YouTube and media channels, to maximize visibility and engagement.
INTERACTIVE AND ACCESSIBLE CONTENT
To promote inclusivity, digital materials will be developed with accessibility in mind, offering translated content, captions for videos, and alternative text for images. Where possible, interactive tools such as online surveys, story maps, and virtual open houses will be used to encourage public input.
Through these digital communication efforts, the Engagement Team aim s to build community awareness, encourage participation, and foster informed discussions about the grade separation project.
DATA SYNTHESIS
The Public Involvement Report is a comprehensive document that serves as a key tool in our outreach and engagement plan. It systematically captures the strategies, methods, and outcomes of public participation efforts, ensuring transparency, accountability, and continuous improvement in our engagement processes. This report will help assess the effectiveness of the Project’s outreach activities, document community feedback, and inform decision-making processes to align with the needs and concerns of community partners.
SYNTHESIZING COMMUNITY FEEDBACK AND TRACKING RESPONSES To ensure transparency, consistency, and responsiveness in our community engagement messaging, the Engagement Team will implement a structured approach to synthesizing public feedback and tracking inquiries.
This approach will enhance our ability to address community concerns effectively.
COMMUNITY INQUIRY TRACKER
A centralized list will be developed to compile all community questions received during outreach events, online engagement, and other forms of public input. The tracking tool would be a matrix to easily track questions/comments and categorize them per general topics. This list will categorize questions by topic, including but not limited to:
Design and engineering considerations
Environmental impacts
Traffic and safety
Project timeline and funding
Community impact and mitigation measures
15 The Community Inquiry Tracker will be updated by the Engagement Team regularly and serve as a reference to ensure consistent messaging across various engagement activities.
TRACKING SYSTEM FOR RESPONSES AND FOLLOW -UPS
To facilitate timeline and accurate responses, the engagement team will establish a tracking process that:
Assigns each inquiry to the appropriate technical expert or project team member. Documents responses provided to the public to maintain consistency in communication. Tracks follow-ups to ensure that all questions are adequately addressed and that stakeholders receive timely updates.
INTEGRATION WITH PUBLIC RECORDS RE QUESTS
The Community Inquiry Tracker will also support compliance with public records requests by maintaining a well - documented repository of community inquiries and responses. This structured approach will enhance accountability and streamline the process for responding to formal information request. Implementing these measures will foster greater trust and engagement with the community while ensuring that feedback is effectively synthesized by the Engagement Team and addressed throughout the outreach process.
MEASURING OUTREACH EFFECTIVENESS
To ensure our outreach and engagement efforts are meaningful, accessible, and inclusive, the project team is committed to tracking key performance indicators throughout the public engagement process. The engagement team will monitor and evaluate outreach activities using the following metrics:
• Number of participants at each community meeting or outreach event • Demographic information (as voluntarily reported) to capture the diversity of participants • Language access provided (e.g., translation services, materials in multiple languages) • Survey response rates (both online and in-person)
• Engagement with digital tools, such as clicks on QR codes, social media impressions, and web page views These metrics will help us understand who we are reaching and identify opportunities to refine our approach as needed. A summary of these findings will be included in the final outreach and engagement report to promote transparency and continuous improvement.
FINAL REPORT SUMMARY
After Preliminary Engineering and Environmental engagement, the Engagement Team will publish a comprehensive summary report detailing the outcomes of the engagement process. Through the Final Report Summary , the Engagement Team aims to facilitate meaningful discussions, gather targeted feedback, and ensure transparency in the decision-making process as the project advances.
This report will include:
16 Summary of Presented Materials: A detailed overview of the design alternatives and refinements presented during the final design stage. This section will outline key changes based on prior community feedback and technical analysis.
Community Feedback Integration: Documentation of how community input influenced design decisions, including a summary of recurring themes, key concerns, and any adjustments made to accommodate stakeholder feedback.
Next Steps and Project Timeline: A clear outline of the next phases of the project, including expected timelines for decision-making, permitting, and construction activities. Future Public Engagement Opportunities: Information on any remaining opportunities for public involvement during the construction phase, including methods for providing ongoing input, scheduled meetings, and how to stay informed through project updates.
LANGUAGE TRANSLATION SERVICES
During planned rounds of engagement, public-facing materials will be provided in Spanish, in addition to English.
Project website users will have the option of using Google Translate and factsheets will also be provided in Spanish.
Should translated materials or translation services be required in a different language, these will be provided on an as needed basis.
17 COMMUNITY PARTNER ENGAGEMENT
COMMUNITY PARTNER IDENTIFICATION PROCESS
Kimley-Horn, in collaboration with the City and Caltrain will curate a comprehensive list of community partners, local organizations, and the public to ensure inclusive outreach for each planned event. This process will involve:
City Input and Recommendations: The City will provide insights on key stakeholders, including neighborhood associations, business groups, advocacy organizations, and underrepresented communities.
Community Partnerships: Engagement specialists will work with local organizations and advisory groups to identify trusted voices and outreach networks that can help distribute information effectively. Event-Specific Targeting: Each event will have a tailored outreach approach, ensuring the right audiences—such as residents near specific crossings, transit users, or businesses—are engaged. Public Engagement Records: Previous community participation, feedback, and expressed interests will inform future outreach, ensuring consistent and meaningful engagement.
Community partner groups are categorized into the following three categories:
Education Institutions – Institutions within proximity to project sites Local Businesses – Local businesses within proximity to project sites Community Groups – Local community groups within proximity to project sites By leveraging City resources, local networks, and community insights, the engagement team will ensure outreach is inclusive, effective, and tailored to each event’s objectives.
COMMUNITY PARTICIPATION
The Project team is committed to fostering broad participation by proactively engaging communities that have been historically underrepresented in planning processes. This means going beyond standard outreach to ensure that all residents—regardless of age, language, income, or housing status—have the opportunity to contribute meaningfully to Project decisions. This approach ensures that a diverse cross-section of the community not only has access to information but also feels empowered to shape the outcomes of the Project.
To achieve this, the engagement approach will include:
Targeted Outreach to Priority Groups – Outreach efforts will be tailored to engage seniors, youth and students, renters, non-English speakers, people with disabilities, and communities of color. Language and Cultural Accessibility – Project materials and communications will be translated into commonly spoken languages in the area. Interpretation services will be made available at outreach meetings.
Family-Friendly Events – Outreach efforts will feature child-friendly activities so parents and caregivers can more easily participate.
Multiple Participation Formats – To address digital and physical access barriers, outreach will include in-person and virtual events, tabling at community hubs, Caltrain stations, and phone-based or mailed surveys as needed.
18 CONCLUSION
The Plan ensures that public participation remains at the core of the Project, fostering transparency, inclusivity, and collaboration. By implementing a structured approach to outreach, engagement, and feedback collection, the plan creates meaningful opportunities for the community to stay informed, share input, and shape Project decisions.
By working together, the Engagement Team can create solutions that enhance safety, mobility, and quality of life for residents.
19 ATTACHMENT A
RAIL COMMITTEE AND PUBLIC COMMENTS ON DRAFT OUTREACH AND
ENGAGEMENT PLAN
No Comment Response
1 Hold separate meetings for Charleston and
Meadow to ensure equitable and detailed
engagement.
Outreach meetings will feature separate stations for
both Meadow Drive and Charleston Road to provide
location-specific information. The Engagement Team
will assess the need for future separate meetings or
focused technical workshops for each crossing as
the outreach effort continues.
2 Combine community and technical content in
one meeting, with breakout options for varying
interest levels.
The Engagement Team will tailor the messaging
based on the meeting purpose and outcome.
3 Acknowledge emotional and disruptive impacts
to households with empathetic, transparent
messaging.
All project communications will aim to be transparent
as well as include empathetic framing and context for
impacts.
4 Expand translation beyond Spanish, consider
Mandarin and app-based tools for real-time
translation.
The Engagement Team will utilize tools such as QR
code–enabled transcripts and Wordly’s real-time
translation platform to support multilingual
participation and improve accessibility for non-
English-speaking residents. The Engagement Team
recognizes the importance of balancing digital and
in-person content and will provide translated
materials and interpretation services across both
formats to support inclusive participation.
5 Offer childcare to reduce participation barriers,
especially in more affordable neighborhoods.
While formal childcare will not be provided, the
project team is exploring ways to make meetings
more family-friendly by offering child-oriented
activities—such as coloring stations and interactive
materials—so parents can more easily participate
while their children are engaged.
6 Clarify why the Churchill/Seale LPA was
selected, including public process and Council
decision.
The What We Have Heard So Far and How
Community Feedback Shaped the Process
20 sections were added to include a summary of
Churchill/Seale selection and decision history.
7 Establish a clear evaluation framework for
Charleston/Meadow alternatives with scoring
and decision logic.
An evaluation matrix and methodology will be
developed during conceptual development as the
project design is advanced and leading up to
Decision Point 2 to transparently show tradeoffs and
scoring approach. Previously City has used a Matrix
– Summary of Evaluation based on the Council
adopted criteria to compare various elements.
8 Explain how property impacts will be managed,
including early notice, compensation, and
support.
As design advances, the engagement team will host
technical-focused workshops to discuss potential
property impacts in more detail.
9 Define equity engagement methods, target
groups, tracking metrics, and evaluation
mechanisms.
The Community Participation section was added to
outlines strategies to reach additional groups such
as seniors, youth, renters, non-English speakers,
and communities of color. It also commits to offering
language interpretation, child-friendly activities, and multiple participation formats to reduce access
barriers and facilitate broad engagement.
10 Summarize prior community feedback themes
and show their influence on current alternatives.
The What We Heard So Far section was added to
summarize key themes from prior outreach.
11 Explain how the grade separation project
connects to other transportation initiatives and
planning efforts.
An Associated Projects Map has been developed to
show how the grade separation project aligns with
and complements other local and regional efforts,
including those led by Caltrain, and the City’s
broader planning efforts. This map will be provided
on the project website and updates will be given
throughout the various outreach forums.
12 Establish metrics to track outreach effectiveness
and commit to publicly reporting results.
The Measuring Outreach Effectiveness section
was added to identify the metrics that will be tracked
and summarized in the final outreach report for
public transparency.
13 Improve the timeline graphic with a clearer
layout and milestone details, including
construction caveats.
The timeline section was revised to include the
potential topics for the technical workshops which
may include construction-related information.
21 14 Emphasized need to re-tell the full story for
newcomers and avoid assumptions about
community knowledge.
The Engagement Team is working on outreach
materials to include a narrative timeline and
background project summary accessible to new
participants.
15 Supported creation of modernized website with
updated visuals and clear materials.
A new user-friendly project website with updated
graphics is in development.
16 Recommended clear explanation of current
funding sources and how grade separations are
traditionally funded.
The Engagement Team will develop slides and
materials to include explanation of current project
funding and how grade separations are traditionally
funded.
17 Noted funding is competitive and slow;
emphasized importance of ongoing design work.
The funding slides and materials will explain why
design work is essential to stay competitive for
limited federal and state grant dollars.
18 Called for clear explanation of how quiet zones,
grade separations, and safety upgrades interact.
An Associated Projects Map has been developed to
show how the grade separation project aligns with
and complements other local and regional efforts,
including those led by Caltrain, and the City’s
broader planning efforts. This map will be provided
on the project website and updates will be given
throughout the various outreach forums.
19 Urged re-explaining why certain alternatives
were removed, like tunneling.
The Engagement Team is working on outreach
materials and presentations to include a narrative
timeline and project background summary during
community meetings and on the project website.
20 Stressed need for honest communication about
high-speed rail’s (HSR) uncertain role in
planning.
The Engagement Team will highlight the project
assumption changes.
21 Highlighted need to reflect changes in ridership,
traffic, and growth since 2019.
This phase will include new traffic data collection and revised traffic analysis. In addition, the Engagement
Team will highlight the project assumption changes.
22 Suggested better explanation of differences in
Meadow and Charleston designs.
Collateral materials will include a side-by-side
comparison of alternatives, community meetings and
workshops will feature renderings of alternatives
displaying differences.
22 23 Recommended clarifying Churchill’s lower
priority status.
The Engagement Team will highlight the project
priority status.
24 Stressed importance of stating what decisions
are made vs. under review.
The Engagement Team is working on outreach
materials and presentations to include a narrative
timeline that provides project background summary
to new participants. A decision matrix is in
development for this phase.
25 Clearly communicate what decisions remain and
upcoming key decision points (e.g., 15% design
milestone).
All materials will highlight pending decisions,
milestones, and next steps.
26 Be upfront about funding limitations and the
possibility of pausing or canceling the project.
The funding slides and materials will explain the
funding limitations.
27 Record meetings for public access by those
unable to attend live.
The presentation portion of the Community Meetings
will be provided in a virtual format such as Zoom.
Community meetings and presentation materials will
be recorded and posted online to increase access.
28 Address varied community member priorities -
whether property impacts, technical questions,
or general curiosity with flexible, staff should be
prepared to meet these varied information
needs through flexible engagement strategies.
To meet the varied needs of community members,
each meeting will offer both high-level overviews and
opportunities to engage with more detailed technical
information through breakout sessions or topic
specific stations. Speakers and facilitators will be
trained to guide participants to the appropriate
materials, with follow-up resources provided to
ensure continued access and understanding.
29 Prepare resource lists to explain topics like
eminent domain, even if not active issues.
The Engagement Team will prepare resources
based on key topics relative to the project, as
needed.
30 Prioritize big picture understanding of planning
context over technical depth at this stage.
The Engagement Team will tailor the messaging
based on the meeting purpose and outcome.
31 Start with why grade separations are needed,
reviewing urgency and changes since 2019.
The Engagement Team is working on outreach
materials to include a narrative timeline and project
background summary accessible to new participants.
23 32 Support newcomers and repeat participants with
background and equal footing.
The Engagement Team is working on outreach
materials and presentations to include a narrative
timeline and provide project background to new
participants.
33 Explain why some alternatives were eliminated
and how project goals influenced narrowing.
The Engagement Team is working on outreach
materials and presentations to include a narrative
timeline and provide background summary to new
participants.
34 Resolve design conflicts early to avoid rework
and retain community-supported options.
Design coordination between Caltrain and the City is
being proactively discussed and documented early.
Feedback from the community will be reviewed and
addressed in collaboration with staff from both
agencies and the direction of the Rail Committee.
35 Use Q3 and 15% design milestones to reassess
Churchill and finalize design exceptions.
Key milestones and decisions, including Churchill
Avenue and design exceptions, will be
communicated during each meeting.
36 Discuss the risk that not all separations will be
funded.
Public will be informed that not all alternatives may
be funded and prioritization may occur in community
meetings, technical workshops and project collateral.
37 Discuss quiet zones and other short-term
improvements as part of a broader strategy.
An Associated Projects Map has been developed to
show how the grade separation project aligns with
and complements other local and regional efforts,
including those led by Caltrain, and the City’s
broader planning efforts. This map will be provided
on the project website and updates will be given
throughout the various outreach forums.
38 Provide context from peer cities about rising
costs to shape expectations.
Cost context from peer cities will be included in
outreach materials.
39 Lay a strong foundation of context, funding, and
technical limits before asking for feedback.
The Engagement Plan will guide the project outreach
strategy, ensuring each community meeting begins
with clear context on project goals, constraints, and
funding. Messaging will be coordinated closely with
Caltrain and the City to maintain accuracy and
transparency throughout the process.
24 40 Expressed concern that public feedback may
not influence outcomes; called for more
transparency on timeline, budget, and quiet
zone integration.
Public materials and meeting content will clarify
decision-making processes, current status of
alternatives, funding constraints, and how feedback
will inform next steps.
41 How will long-term continuity and accountability
be ensured despite staff turnover.
To ensure continuity and accountability over the long
term, the project team is committed to thoroughly
documenting key decision points, maintaining a
publicly accessible record of project milestones, and
providing regular updates online. Roles and
responsibilities will be clearly defined, and
knowledge transfer protocols will be in place so that
any staffing changes do not disrupt project
momentum or transparency with the community.
42 Questioned need for grade separation, citing
cost, design concerns, and disruption; proposed
alternative approaches including legal action for
HSR funding.
Outreach materials will provide context for grade
separation need, design alternatives, and explain
how funding strategy ties into regional and state
efforts.
43 Suggested consulting Japanese transportation
agencies on non-disruptive rail construction
methods.
The Engagement Team may explore relevant
international case studies to assess their applicability in the local context, as needed.
44 Noted public unawareness, particularly near
Seale Avenue; recommended visible signage
and engagement with Palo Alto High students.
Signage at crossings and targeted outreach to
students and schools are being incorporated into
outreach strategy.
45 Urged raw outreach data be publicly shared,
expressed concern over staff turnover and
funding reliability; recommended creating a
beginner-friendly website.
Final report will include both raw and summarized
data, and a redesigned, user-friendly updated project
website is being planned for broader access.