Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Iowa Clean Air Attainment Program (ICAAP) Grant Application - Midtown
Copyright 2014 City of Dubuque ITEM# 13 ITEM TITLE: Iowa Clean Air Attainment Program (ICAAP) Grant Application - Midtown Loop (Grey Line) and Feeder (Express) SUMMARY: City Manager recommending approval of an application for Iowa Clean Aft Attainment Program (ICAAP) grant funds for the third year of the SmarterTravel: Midtown Loop (Grey Line) and Feeder (Express). It is further recommended that the City Council approve a resolution stating that it shall (1) commit the necessary local match funding for project implementation and (2) upon project completion, commit to adequately maintaining and operating the routes through maintenance -level budgeting. RESOLUTION Endorsing the submission of an Iowa Clean Air Attainment Program (ICAAP) Grant application to the Iowa Department of Transportation to fund the Midtown Loop (Grey Line) and Feeder (Express) Routes SUGGESTED DISPOSITION: Suggested Disposition: Receive and File; Adopt Resolution(s) ATTACHMENTS: Description Type ❑ ICAAP Grant Application -Midtown Loop and Feeder -MVM Memo City Manager Memo E Staff Memo Staff Menlo ❑ Resolution Resolutions ❑ Grant Application Supporting Documentation Masterpiece on the Mississippi Dubuque 2007 • 2012 • 2013 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: ICAAP Grant Application SmarterTravel: Midtown Loop (Grey Line) and Feeder (Express) DATE: September 30, 2014 Transit Director Candace Eudaley recommends City Council approval of an application for Iowa Clean Air Attainment Program (ICAAP) grant funds in the amount of $469,433.24 for the third year of the SmarterTravel: Midtown Loop (Grey Line) and Feeder (Express). It is further recommended that the City Council approve a resolution stating that it shall (1) commit the necessary local match funding of $110,683.91 for project implementation and (2) upon project completion, commit to adequately maintaining and operating the routes through maintenance level budgeting. The language in the resolution is required by the grant. I concur with the recommendation and respectfully request Mayor and City Council approval. ael C. Van MCVM:jh Attachment cc: Barry Lindahl, City Attorney Cindy Steinhauser, Assistant City Manager Teri Goodmann, Assistant City Manager Candace Eudaley, Transit Director Maurice Jones, Economic Development Director Oil theMississippi_������� TO: Michael C. Van Milligen, City Manager FROM: Candace Eudaley, Transit Director CC: Maurice Jones, Economic Development Director RE: |C/\/\P Grant Application SmarterTravel: Midtown Loop (Grey Line) and Feeder (Express) DATE: September 16, 2014 PURPOSE To discuss the application for an Iowa Clean Air Attainment Program (ICAAP) grant for the third year of the SmarterTravel: Midtown Loop (Grey Line) and Feeder (Express) and request a formal resolution from city council stating that it shall (1) commit the necessary local match funding for projectirnp|ernentetionond(2) upon project completion, commit to adequately maintaining and operating the routes through maintenance level budgeting. BACKGROUND The Jule has received two years of ICAAP funding for the Midtown Loop (Grey Line) and Feeder (Express) through joint applications with the Smarter Travel Study. The research component will continue to provide data for the route implementation, however, this funding request is for route operating costs only. The reconfigured Grey Line and Express routes were part of a complete system redesign that was completed in January 2014. These routes are essential to the continued success of the redesin and the reduced travel times and increased ridership that came along with the changes. Since these routes and the reconfiguration took place in January, ridership has increased dramatically each month. Average monthly fixed -route ridership prior to the reconfiguration was 28,138 while fixed route ridership after the reconfiguration has averaged 32,726, an increase of 14% per month. The new Express route is currently the most popular route in the system with others that were added during the reconfiguration also performing very well. A visual of the ridership by route from January to August is below. Ridership by Route January 1, 2014 - August 31, 2014 DISCUSSION In the year 3 grant application, the Midtown Loop (Grey Line) and Feeder (Express) is proposed in its current configuration with changes possible as new IBM Smarter Travel data is provided. Currently, both routes operate Monday — Saturday from 6am-6pm and 6:15am-6:45pm, respectively. The third year request requires a minimum 20% local match from the City of Dubuque. Grant funds requested for year 3 would total $442,735.64 with the match required from the City totaling $110,683.91. FINANCIAL The proposed routes would be funded through ICAAP funds from the Iowa DOT and matching funds from the City of Dubuque. The ICAAP grant application to IA DOT will request funding at 80% of the total project cost. Funding Source Description Costs ICAAP Request (80%) $442,735.64 Total Local Match (20%) $1 10,683.91 Estimated Farebox Revenue (required by IDOT) $33,372.00 Total Project Cost $586,791.54 RECOMMENDATION/ACTION It is recommended that the City continue the Midtown Loop (Grey Line) and Feeder (Express) project for a third year by providing the 20% local match ($110,683.91) and request a formal resolution from city council stating that it shall (1) commit the necessary local match funding for project implementation and (2) upon project completion, commit to adequately maintaining and operating the routes through maintenance level budgeting. Source of match funding is local property tax support approved during the Fiscal Year 2014 budget process. The language in the resolution is required by the grant. Resolution attached. 2 RESOLUTION NO. 305-14 A RESOLUTION ENDORSING THE SUBMISSION OF AN IOWA CLEAN AIR ATTAINMENT PROGRAM (ICAAP) GRANT APPLICATION TO THE IOWA DEPARTMENT OF TRANSPORTATION TO FUND THE MIDTOWN LOOP (GREY LINE) AND FEEDER (EXPRESS) ROUTES. Whereas, the Iowa Clean Air Attainment Program (ICAAP) provides funding for reducing congestion, reducing travel or single -occupant vehicle usage, and improving air quality; and Whereas, the ICAAP program is an 80/20 match, 80% federal funds, 20% local match funds; and Whereas, the City Council finds that the Midtown Loop (Grey Line) and Feeder (Express) routes would promote clean air standards in Dubuque and provide a new form of public transit service for the citizens of Dubuque. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF DUBUQUE, IA: Section 1. That the City Council of the City of Dubuque, Iowa hereby endorses the attached application to the Iowa Clean Air Attainment Program with match provided by the �I local colleges and universities. Section 2. The City also agrees to be responsible for adequately maintaining and operating the routes through maintenance level budgeting. Section 3. That the Transit Director is authorized to sign, on behalf of the City Council, the application for the ICAAP. Passed, approved and adopted this 6th day of October, 20 Attest: Ki i Firnstah Jerk Roy D Buol, Mayor 1 Iowa Clean Air Attainment Program The Jule Transit SmartTransit Midtown Loop (Grey Line) & Feeder (Express) Smarter Travel Reconfiguration & Optimization Prepared by The Jule September 2014 Table of Contents ICAAP Application A. Narrative B. Map Identifying Project Location Midtown Loop Feeder C. Itemized Breakdown of Project Costs D. Project Timeline E. Official Certification from Governing Body F. Adopted Formal Resolution from MPO G. Calculations Midtown Loop Cost -Benefit Analysis Page 1-3 4-10 11 12 13 13 14 15 16 H. Minority Impact Statement 17 Attachment 1: The Jule Marketing Plan Attachment 2: Letters of Commitment 18-24 25 Form 230017wd 01-13 General Information ��Iowa Department of Transportation APPLICATION FORM FOR IOWA CLEAN AIR ATTAINMENT PROGRAM (ICAAP) FUNDS Applicant Jule Transit (City of Dubuque) e -Mail: ceudaleyC.cityofdubuque.org Agency: (Government Entity, Non -Profit Organization; or Individuals) Contact Person (Name & Candace Eudaley Title): Complete Mailing 2401 Central Ave Address: Street Address and/or Box No. Dubuque IA 52001 563-589-4341 City State Zip Daytime Phone If more than one agency or organization is involved in this project, please state the name, contact person, mailing address, and telephone number of the second agency. (Attach an additional page if more than two agencies are involved.) Applicant Agency: e -Mail: Contact Person (Name & Title): Complete Mailing Address: Street Address andtor Box No. City State Zip Daytime Phone Project Information Project Title2: Smart Transit: Midtown Loop (Grey Line) and Feeder (Express) Project Description (including length, if applicable): SmartTransit is a partnership between IBM and the City of Dubuque to utilize origin and destination data gathered by IBM Research to optimize routes and reduce operating costs. This project includes improvements to The Jule's route system reducing wait times, travel times, and increasing service frequency to make transit a more feasible option for more comtnuters. This process of route review utilizing IBM data and ridership information will reduce overall transportation related pollutant emissions. *Project priority (1 = highest priority): 1 (a sponsor submitting multiple applications in this funding cycle must assign a numerical rank or priority to each application.)' 'Assign the proposed project to one or more of the following categories (check one or more): ❑ Transportation -Related Project in the State Implementation Plan (SIP) ❑ Transportation Control Measure (TCM) ❑ Traffic Flow Improvement (Intersection, Signalization, Other) ❑ Planning and Project Development 0 Travel Demand Management (TDM) ❑ Transit -Related Improvement ❑ Shared -Ride ❑ Bicycle or Pedestrian Facility or Program (circle one) ❑ Intermodal Freight or Passenger (circle one) ❑ Alternative Fuels ❑ Vehicle Inspection and Maintenance Program Outreach Activity (Education, Advertising, or Technical Assistance Is the project consistent with the State Implementation Plan for air quality for non -attainment areas? Is the project consistent with the MPO's local Congestion Management Plan? Yes No Not Applicable O 0 0 O 0 0 " Is the project consistent with the ® MPO ❑ RPA ❑ statewide Long -Range Transportation Plan? ® ❑ ❑ Notes: I Requires public agency as co-sponsor of application. 2 The term "project" means any ICAAP infrastructure or program proposal. 3 The Iowa Department of Transportation will use the priority ratings to reflect the sponsor. Project Costs (An itemized breakdown must be included on an attached sheet): Total Cost $ 586,791 (less 33.372 expected fare revenue) Iowa Clean Air Attainment Program Fund Request $ 442,735 Applicant Match (20% Minimum) 2. 3. $ 110,683 List All Applicant Match Sources Amount Assured or Anticipated (Date Anticipated) Local Property Tax Support 5110,683.00 July 2015 Fare Revenue S33,372.00 During Operations Are any state funds involved in this project? If yes, please explain the source and conditions ❑ Yes ®No Are any other federal funds involved in this project? If yes, please explain the source and conditions ❑ Yes ® No Estimated Project Development Schedule: Design Start Date January L, 20 L6 Completion Date December3l, 2016 Land Acquisition Start Dale Completion Dale Construction Start Date Completion Date Has any part of this project been started? ® Yes ❑ No If yes, explain This is a continuation funding request. Data on the systern;'s routes and general travel patterns have been gathered and analyzed. An initial reconfiguration of The Jule's routes was completed in January 2014 using Year 1 funds. Folowing the reconfiguration and implementation of the pilot routes, avg monthly ridership increased by 14%. many passengers are choice riders for whom transit has become a more feasible option. Trip times were reduced from 60-90 minutes to many trips under 30 minutes. Success will be measured by monitoring reductions in How do you plan to measure the success of this project? headways, increases in ridership and increases in the number of choice riders. During the first vear of the proj ec t, average ridership increased by an average of 14% per month. 2 Required Documentation and Narrative Information The following documents and narratives must be attached to this application. In the upper right-hand corner of each document or narrative write the corresponding letter shown below. E A. A NARRATIVE assessing existing congestion/air quality conditions, outlining the concept of the proposed project, and providing adequate project justification. How will this project reduce congestion, reduce travel or single occupant vehicle usage, and/or improve air quality? Which transportation -related pollutant(s) are being addressed: carbon monoxide, ozone, or PM? ® B. A DETAILED MAP identifying the location of the project and clearly differentiating the subject project from any past or future project phases. ® C. An ITEMIZED BREAKDOWN of the total project costs. This documentation does not need to be a detailed, line -item type of estimate. However, it must accomplish two objectives: first, it must show the method by which the cost estimate was prepared; and second, it must enable a reviewer to determine if the cost estimate is reasonable. The manner in which these objectives are achieved may vary widely depending on the type, scope and complexity of the project. Absent a fully itemized list of costs, some general guidelines for possible methods of estimating each type of project cost are provided on Attachment A. ® D. A TIME SCHEDULE for the total project development. ® E. An OFFICIAL CERTIFICATION from the applicant's governing body (authority) that it shall: (1) commit the necessary local matching funding for project implementation and (2) upon project completion, be responsible for adequately maintaining and operating the project for public use during the project's useful life. ® F. AN ADOPTED FORMAL RESOLUTION from the appropriate MPO or RPA declaring the sponsor's proposed project or program conforms to the MPO's or RPA's regional transportation planning process and transportation plan and, if applicable, the congestion management plan in TMAs. E G. CALCULATIONS for vehicle emission reductions and total project cost effectiveness for the targeted pollutants. Project applicant must show through a quantitative analysis how many kilograms of pollutant will be reduced (CO, VOC, NOx, and, if applicable, PM). Project sponsor must calculate the cost effectiveness of the project by: Dividing the total annualized project cost by the number of kilograms per year of pollutant reduced ($ per kg). Applicant must also show all assumptions and source of data used to calculate the estimates. The applicant must use the most current vehicle emission factors developed by the Iowa DNR and consistent with EPA's MOBILE 6.2 air quality model. These emission factors are periodically updated and may be obtained from the Iowa DOT's ICAAP website at: http:/iwyo,v.iowadol.gcv/syste01S pia nninati00ap.htm, ® H. Completed MINORITY IMPACT STATEMENT attached to application. The award of Iowa Clean Air Attainment funds; any subsequent funding or letting of contracts for design, construction, reconstruction, improvement, or maintenance; and the fumishing of materials shall not involve direct or indirect interest of any state, county, or city official, elective or appointive. All of the above are prohibited by Iowa Code Sections 314.2, 362.5, or 331.342. Any award of funding or any letting of a contract in violation of the foregoing provisions shall invalidate the award of Iowa Clean Air Attainment Program funding and authorize a complete recovery of any funds previously disbursed. Certification To the best of my knowledge and belief, all information included in this application is true and accurate, including the commitment of all physical and financial resources. This application has been duly authorized by the participating local authority. I understand the attached OFFICIAL ENDORSEMENT(S) binds the participating local governments to assume responsibility for adequate maintenance of any new or improved facilities. If ICAAP funding assistance is approved for the project described in this application, I understand that an executed contract between the applicant and the Iowa Department of Transportation is required before such funding assistance can be authorized for use in implementing the project. Representing the The Jule Transit (City of Dubuque) (Name of Applicant's Governing Authority( 9/17/2014 Signature Date Candace Eudaley, Director of Transit Operations September 17, 2011 Typed Name and Title Typed Date (Governing Authority Official) 3 A. PROJECT NARRATIVE System Background The Jule, the City of Dubuque Transit Division, operates a fixed -route and paratransit system within the city limits of Dubuque. The Jule has undergone a major transformation in its routes, marketing and ridership over the past five years including service expansion, rebranding, and utilization of public/private partnerships with the three local colleges and employers in the downtown and west -end industrial parks. The following timeline summarizes the changes that have taken place to elevate transit as a feasible transportation option in Dubuque. In December 2008, the City of Dubuque contracted with LSC Transportation Consultants, Inc. to complete an Operational Analysis with a focus on determining the needs for future service expansion and to identify efficiencies in providing those services as well as waysto improve the overall performance of the transit system to increase ridership, utilization and sustainability. In September 2009, LSC Transportation Consultants, Inc. completed Technical Memorandum #4 outlining the Preferred Service Plan that created the following goals: Goal #1 — Maintain the existing ridership base while attracting new riders Goal #2 — Continue to enhance the environmental sustainability of the transit system Goal #3 — Provide high quality customer -oriented service Goal #4 — Provide efficient, effective and safe services Goal #5 — Promote the transit service Public meetings were held to develop priorities and service types. Many of the recommendations from this study were incorporated into the system prior to the January 2014 reconfiguration and were essential to the development of the system as it exists today. Thist study, however, was static, without ongoing data collection and route changes based on population shifts, new employment centers and transportation patterns that have developed. In September 2009, the City of Dubuque and IBM announced their intentions to make Dubuque one of the first "smarter" sustainable cities in the U.S. IBM's SmarterTravel project is one of the initiatives of the partnership. SmarterTravel uses cell phone GPS data as well as RFID technology to develop a robust origin destination study for the DMATS MPO. This data will continue to be used to amend The Jule's routes based on more real-time travel patterns. 4 In July 2010, ECIA assumed management of The Jule and received multiple federal grants to replace the deteriorating fleet with efficient clean diesel vehicles. The vehicle replacement in conjunction with the public engagement and rebranding campaign brought public transit to the forefront in the community, with many residents anxious for future route changes and a more viable, user-friendly system. In fall 2010, The Jule implemented the Medical Loop, improving upon and replacing the Orange Line. In October 2011, the Shopping Circulator changed the way The Jule moves residents between high traffic shopping venues and had positive impacts on the other routes in the system. Because of this new service, all routes were shifted with the goal of reducing wait times at transfer points and providing shorter headways. In addition to this west end circulator, the proposed Midtown Loop will reduce travel times between downtown and midtown locations and improve connectivity between downtown and west end locations. The proposed Nightrider will continue this downtown to west -end connectivity through the weekend evenings when many residents, including Dubuque's large college population, are traveling cross-town to sporting events, dining establishments, and other nightlife destinations. The Shopping Circulator has created $38,673 in annual efficiencies, 32,484 annual rides and was expanded in the first phase of the system reconfiguration to provide more frequent service to address the demands of the west -end areas. The Shopping Circulator was funded with an ICAAP grant which expires September 30, 2014. Because of the success of these paired routes, the City of Dubuque is continuing to fund this service locally. Fall 2012 was the beginning of a route that had been developed over two years through conversations with the three local colleges on how to improve service for students while providing much needed employment transportation for the general public in the evenings. The result of these conversations, focus groups, and surveys is the Nightrider evening route service. The Nightrider operates on Friday and Saturday nights from 6pm-2:40am and has been highly successful, providing over 36,848 rides in just two years of service. In the summer of 2013, Jule staff began reviewing data and developing plans for the Midtown Loop and Feeder routes and the impacts they woudl have on the rest fo the system. These two additional routes provided the opportunity to dramatically transform the way transit service was provided in the City of Dubuque. In addition to the hard travel data that was available, Jule staff held multiple public meetings to gather input and insights into the needs and areas of opportunity for improved service in the community. Online and paper surveys were distributed and used in the reconfiguration. In January 2014, the first year of the Midtown Loop and Feeder and system -wide overhaul went into effect. The Midtown Loop and Feeder routes became the spine of a hub and spoke system that reduced most travel times by 50%, connected the east and west ends of the city, and allowed routes to serve new areas and populations as well as eliminate wait times for most transfers. This was done by instituting a series of 30 minute loops at each of the three hubs and connectors between the hubs that arrive at the same time. These connectors include the Midtown Loop or grey line which in its first leg connects the downtown and midtown transfers and in its second leg connects the midtown to west end transfers. The Feeder or Express provides 15 minute non-stop crosstown service between the downtown and west end transfers. Existing Air Quality and Congestion Conditions In 2009, the DMATS MPO in partnership with Greater Dubuque Development Corporation (GDDC) 5 held a series of meetings with local businesses to discuss the effects of PM2.5, CO, CO2 and NOX. These sessions were held because of Iowa Department of Natural Resources concerns about air quality after measurements at the closest monitoring station were nearing non -attainment levels. GDDC has contracted for additional research on the sources of the pollutants to better develop a strategy for reduction. In the Midwest, the main sources of these pollutants are agriculture and transportation. Because agriculture is an integral part of the regional economy, the group focused its attention on transportation related pollutants citing transit improvements and increased ridership as essential for reducing the levels of these pollutants in the area. Local government officials and business leaders understand the importance of reducing the presence of these pollutants and acknowledge that an improved transit system will help to reduce traffic congestion, vehicle miles traveled, vehicle idling, and in turn, pollutant emissions. Proposed Project Description and Justification The SmartTransit project has been a multi-year project that requires one additional year of funding for completion. The goal of the project is to provide a comprehensive approach to transforming Dubuque's transit system by increasing ridership and reducing emissions. Utilizing the IBM research data and implementing the initial route reconfiguration have started the ball rolling, but a third year of funding is required to continue the momentum that has been building. The following is a summary of the process and progress to date with additional changes to routes expected in years two and three (if funded) of the project. 1. IBM Route Analysis IBM's participation in the IBM Smarter Travel project was ICAAP-funded in year 1. Development and their involvement in the project will continue during years 2 and 3, but no additional funding will be requested for IBM as much of their work will have occurred during the first year of the project. The IBM Route Optimization component aims to utilize the systems, algorithms and analytics developed by IBM Researchers in combination with real-time origin, destination data gathered through smartphone and RFID technology. The project is designed to study people movement, analyze transit and transportation systems challenges in Dubuque, and improve and optimize their operations. 2. Midtown Loop & Feeder and System Reconfiguration Using quantitative and qualitative data gathered through the study, the Midtown Loop & Feeder pilot routes were developed and influenced the changes to the rest fo the system. These pilot routes are being evaluated by IBM using ridership data coupled with TAZ information as provided by the MPO. These pilot routes will continue to be adjusted based on the ongoing data analysis from RFIDs and Smartphones. The pilot routes and system -wide changes were designed based on the following goals: 2) eliminate or reduce wait ti e between tea nd (4) expand service to areas with high likelihood of There was limited connectivity between downtown, midtown and Dubuque's west -end transfers. Many of the old routes served these areas, but the trip from one end to the other was often longer than one hour with long wait times at transfer stations. The midtown loop when combined with recently improved routes like the the shopping circulator increased the frequency of trips across town, bringing 6 passengers from the downtown and west -end transfer centers to the midtown transfer point. The midtown loop and feeder pilot routes operates Monday through Saturday, 6am-6pm, using two buses on a 30 minute headway. These routes were the beginning of a system -wide overhaul that reduced travel times by 50% and eliminated wait times at transfers for the majority of trips. The loop and feeder are the spine of the new hub and spoke system. Each route in the system was evaluated and stops removed where unnecessary overlap occurs. All of the routes connect with either the midtown loop or feeder reducing the trip length for riders traveling across town. These reduced trip lengths and wait times have increased the number of choice riders utilizing the system. Table 1, on the following page, shows the reduced travel times by comparing trips on the old system with the same trips on the new system. Figure 1, on the following page, shows the service expansions, areas with increased frequency and other changes that took place during the system -wide overhaul. Figure 2 shows the ridership by route after the reconfiguration in January 2014 to present. Figures 3 and 4 show the structure of the system before and after the reconfiguration. 3. Public Outreach During both components, extensive public outreach and education has been and will continue to occur to ensure that all citizens understand the changes happening to the system. It is important to engage new riders while communicating the route changes effectively to existing riders. It is essential that the transition to new routes be smooth for those who are currently transit dependent. Effective communication and public outreach using a variety of mediums are essential for the success of the pilot routes. Residents need to be provided with up-to-date information about the route changes. Many of the current and planned efforts for communicating these changes are contained in The Jule marketing plan (Attachment 2). The administrative and outreach portions of the budget reflect the large quantity of time required by Jule staff to coordinate, promote, and facilitate these meetings. Advertising of the new services will be done through a variety of mediums including print, facebook, twitter, TV and radio as budget allows. The detailed timeline in Section D, shows the connection between data gathering and analysis, outreach, and implementation. The IBM SmarterTravel demand data will be used to adjust the Midtown Loop and Feeder pilot routes following the first and second years of service. The impact of the pilot routes were taken into consideration when changes were made to other routes in the system. Calculations are based on a ten-year project life as the suggested route changes will be made incrementally, improving efficiency each year. As described above, the goal of route optimization is to provide transit management with transportation demand data to help the system better address the long-term needs of the public. The ICAAP funding request to continue this ground -breaking approach to transit route design is a one year request of $ 442,735. These funds will be used for The Jule outreach and operations costs to implement the two pilot routes based on the route optimization data provided by IBM. Matching funds are provided by the City of Dubuque in the amount of $110,683 (20% of the total project cost). 7 Table 1 - Travel Time Reductions 8 Common Trips Trip Length (minutes) Depart Arrive Current Proposed Time Saved Iowa St and 6th St Transfer JFK Transfer 30 15 15 Hillcrest Luther Manor 35 25 10 Kennedy Mall 45 20 25 Target/Dodge St. HyVee 60 25 35 MA West 50 35 15 WalmartJLowes 65 25 40 Kohl's NW Arterial HyVee 45 25 20 Delhi Transfer Kennedy Mall 30 20 10 Target/Dodge St. HyVee 45 25 20 WalmartJLowes 50 25 25 JFK Transfer Iowa St and 6th St Transfer 30 15 15 The Jule Office 75 35 40 Mt. St. Francis 40 30 10 The Point 40 30 10 Eagles on Elm 32 22 10 Jackson St and 22nd St 30 20 10 Kennedy Mall 25 5 20 Mt. St. Francis JFK Transfer 40 30 10 Hillcrest Luther Manor 65 40 25 Mystique Casino & Ice Arena 60 30 30 Kennedy Mall 65 35 30 Target/Dodge St. HyVee 60 50 10 MA West 65 40 25 WalmartJLowes 50 40 10 KmartjSav-a-lot 67 35 32 Kohl's NW Arterial HyVee 90 40 50 The Paint JFK Transfer 40 30 10 Hillcrest Luther Manor 55 40 15 Kennedy Mall 60 35 25 Target/Dodge St. HyVee 85 50 35 MA West 95 40 55 WalmartJLowes 50 40 10 KmartjSav-a-lot 42 35 7 Kohl's NW Arterial HyVee 45 40 5 Clarke University Kennedy Mall 40 28 12 Target/Dodge St. HyVee 65 43 22 Mercy, Ma East, Pro Arts 45 18 27 MA West 75 43 32 WalmartJLowes 55 33 22 Hy -Vee 5. Locust 45 28 17 Keywest DMV 53 36 17 Clarke Cedar Cross Athletic Building 0 23 New Service UD Kennedy Mall 30 20 10 Target/Dodge St. HyVee 45 35 10 WalmartJLowes 50 25 25 Loras Kennedy Mall 39 25 14 Target/Dodge St. HyVee 54 35 19 MA West 74 40 34 WalmartJLowes 59 30 29 Kohl's NW Arterial HyVee 39 30 9 The Jule/24th & Central ARC Transfer 35 25 10 The Point 55 25 30 Kennedy Mall 55 30 25 Target/Dodge St. HyVee 70 45 25 MA West 90 50 40 WalmartJLowes 65 35 30 Hy -Vee S. Locust 45 15 30 Sunset Park 40 30 10 Kohl's NW Arterial HyVee 45 35 10 Keywest DMV 55 25 30 Figure 1 - New Service Description Non-stop Express Se:vice Loop b€tween Downtown Tran er & West End rsfe rThi New e:wce A-ee Fee. ont Wartburg Cedsr Crow New Service Area South Grandv'ew Rock:3le Rd Figure 2 - Ridership by Route Jan 2014 -Aug 2014 9 Figure 2 Old Structure Red Linwood JFK Gide Grey Sunset Park Grey Sunset Park th Figure 3 New Structure %Newt End 311,: Circle 'Danger Buses leave at :00 & :30 Kennedy 10 Hempstead HS Hoover Eisenhower Resurrection Kennedy Kennedy Senior HS Mazucchelli MS Wahlert HS Our Lady of Guadelupe Kane VhHcrest Irving Hoover (k, 10, Hempstead HS Roosevelt MS Carver Kennedy Med Loop North ................................................................. m idtown Delhi Twnsfer Buses Buses leave at leave at :30 :00 Senior HS Our Lady of Guadelupe 4C-1 Prescott Fulton Holy Ghost Transfer Audubon Prescott Jefferson MS Marshall Audubon Jefferson MS Prescott Clarke e floras Library/YMCA Lincoln Alternative Learning Center Washington MS Downtown & gowa TwnWer ashington MS Bryant St. Columbkille :00 & :30 Non -Stop Express Service Loop between 6th & Iowa Transfer and JFK Circle Transfer :15 & :45 111111111. Prescott Fulton Holy Ghost B. DETAILED MAP OF PROJECT LOCATION - MIDTOWN LOOP (GREY LINE) 11 B. DETAILED MAP OF PROJECT LOCATION - FEEDER (EXPRESS) /Express' 12 C. ITEMIZED BREAKDOWN OF TOTAL PROJECT COSTS Midtown Loop & Feeder Year 3 Operating Project Budget e'I Date Submitted: 9(16/2014 N Q t0 e'1 a i4 ,-1 o N t0 o Midtown Loop & Feeder Routes Estimated Indirect TASK, CLASSIFICATION OF EMPLOYEE, OR DIRECT Estimated Hourly Estimated Other Direct Cost Total Estimated COST Hours Rate, Fringe, Cost Estimate Budget Sala rY Direct Estimate (Applied: ae oew 1 Task 1: Fixed Route Staffing Feeder (Express) Bus Operator 4,056 $19.87 $10.13 Utilize IBM research to adjust Midtown Loop route and schedule based on second round of data and analysis $121,671.92 Feeder Fuel (3.39/gallon; 4.5mpg; 61,380 miles/yr) $46,239.60 $46,239.60 Maintenance (0.77/mile) Re -launch pilot routes and system improvements $47,262.60 $47,262.60 Task 1 Subtotal: $215,174.12 Task 2: Fixed Route Staffing Loop (Grey) Comm unicaton f Marked ng Bus Operator 3,900 $19.87 $329 $90,341.34 Loop Fuel (3.39/gallon; 4.5mpg; 106,505 milesiyr) Develop outreach schedule for all route changes $80,233.77 $80,233.77 Maintenance (0.77/mile) $82,008.85 $82,008.85 Task 2 Subtotal: $252,583.96 Task 3: Fixed Route Staffing Extended Hours (2.5) Conduct outreach to target markets Bus Operator 780 $19.87 $3.29 $18,068.27 Fuel (3.39/gallon; 4.5mpg; 22,575 miles/yr) $17,006.50 Hold and advertise required public hearings as routes change and stops are eliminated and added to the system $17,006.50 Maintenance (0.77/mile) $17,382.75 $17,382.75 Task 3 Subtotal: Advertise using a variety of mediums - print, radio, facebook, etc $52,457.52 Task 4: Outreach Activities Development Coordinator/Contract 390 $30.74 $13.59 $15.18 $23,208.35 Transit Director/Contract 360 $42.72 $15.98 $20.10 $28,367.60 Print materials (15,000 © $1/each) $15,000.00 $15,000.00 Task 4 Subtotal: $66,575.95 TOTAL BUDGET $586,791.54 Estimated Farebox Revenue $33,372.00 Total Request (80% less estimated farebox revenue) $442,735.64 Total Local Match (2D% less estimated farebox revenue) $110,683.91 D. PROJECT TIMELINE Project Timeline e'I H N Q t0 e'1 a i4 ,-1 o N t0 o Midtown Loop & Feeder Routes Continue Restructured pilot routes Evaluate ridership Utilize IBM research to adjust Midtown Loop route and schedule based on second round of data and analysis Re -launch pilot routes and system improvements Comm unicaton f Marked ng Develop outreach schedule for all route changes Develop relaunch marketing materials for pilot routes Conduct outreach to target markets Hold and advertise required public hearings as routes change and stops are eliminated and added to the system Advertise using a variety of mediums - print, radio, facebook, etc Conduct outreach to target markets E. OFFICIAL CERTIFICATION OF GOVERNING BODY - CITY OF DUBUQUE The Resolution from the Dubuque City Council will be submitted following the City Council Meeting on October 6, 2014. 14 F. FORMAL RESOLUTION FROM MPO - DMATS DUBUQUE METROPOLITAN AREA TRANSPORTATION STUDY OMA TS) RE: ENDORStliG THE SilBlaSSiail Of ANKIWA CLEAN AIR r THE IOAR TRA ,,,� MIS RTATILM10FUPC jit , IC4AP Renew Cmmbmae The Dubuque MetrowIlt t -e3 Tra'spx1l. c4 .elurtyfCSAATE; e'.^.e MPG; lm me Dubuque urban and tletcoo Mian Meas, aM me e proptt'lelpav] M 2Mca] emmi.x¢ and nnpode halm in the region annal Cfgan Iowa! Clean Ar A'U!nnart Progafn OC&API is A he" finance tra^spSas-on protects aux prpgrans `lar Fer i:in attainvig a nanl]Mcls the nrmot anb!ent air quay standards :NAM Mme 19000 Clean Air ie Amendments ICW: w4J1 2 rscus on volatile organic cmgounds IVOC I and n uyet Geddes fti>x, cart ^n mgade ',CO) a^.d, under [ertav cmeiixs pmffiu!ae ratter RU _5 and PM -'Ci. VCC a^d NO* contrtate Iag:wmcleve! crane 1.0311wna9c n; and DMATS has gnnded support for the Smar TranEt project and this orlect Is 2 ercn:r b1. aur re or DMATS endorses me Juie Pnan Tran %o!e t fc4 ICAAP funding ant oanfirre m9 the pgmse Tctecf conteml9 to me MPO's fe]d^N dansporthon r4ar'w9 praess and DMATS LongRanie Transp'eaign Pan That* you for your ox¢dsirobn Ctardra Ravada Dtren.x of Tr3FWSAhon Raman] ECtArDMATS$RPAS 15 G. CALCULATIONS: EMISSION FACTORS - MIDTOWN LOOP & FEEDER Peak hour trips 6:00 AM to 6 :00 PM Peak hour trips 6:00 AM to 6:00 PM Vehicle Emissions Reductions 30 min headways No of trips 12 hours 24 30 min headways No of trips Ridership per trip Total ridership 12 hours 24 24 576 idt Dowtown feede Route) 8888888 ICAAP funds requested (I year) $442.736 Local Funds from City of Dubuque (1 year) $110.684 Trip length (one way) in ATiles 5553,420 33.53 Ridership o pilot (one way) with 30 uric head�kays 24 No of Trip in a day (one way) 24 Number of operation days (for one years) 306 Total Cars taken from roadway per nip (1.16 /car) 21 Taken from MPU 2007 Travel Survey Et sion Facto 5 p ADOT 13.4 1.953 1.022 Emission Factor*Trip Iength*Nrunber of operation days *Number of Tries*cars from roadway Etuisslot Factor (25 mph) IADOT 1.81 0.83 1.18 LDDV Emission * length of the trip " No of Trips " Aimual number of operation days 472,548 215,269 306,856 Life of transit project 10 years (liilograms) 718,687 103,282 52.105 G. CALCULATIONS: COST BENEFIT ANALYSIS 16 Cost Benefit Anal ysis for ICAAP re nest ICAAP request for Midtown loop & Dowtown feeder 8442.736 Total Cost 8442,736 Benefits of the project 170C (53.66/ Kg) Impact of Midtown loop & Dowtown feeder 5378,012 CO (SI.22'4) Impact of Midtown loop & Dowtown feeder 8876,798 N©X(516.;c/Kg) Impact of Midtown loop & Dowtown feeder 8862.340 Total Benefits $2,117,150 Benefit : Cost 4.78 H. MINORITY IMPACT STATEMENT 1alowa Department of Transportation Form 105101 (03-09) MINORITY IMPACT STATEMENT Pursuant to 2008 Iowa Acts, HF 2393, Iowa Code Section 8.11, all grant applications submitted to the state of Iowa that are due beginning January 1, 2009 shall include a Minority Impact Statement. This is the state's mechanism for requiring grant applicants to consider the potential impact of the grant project's proposed programs or policies on minority groups. Please choose the statement(s) that pertains to this grant application. Complete all the information requested for the chosen statement(s). Submit additional pages as necessary. ® The proposed grant project programs or policies could have a disproportionate or unique positive impact on minority persons. Describe the positive impact expected from this project. This project will improve tranist services for all residents, but because the majority of current transit riders are minority and low income residents, these improvements will improve their access to improved transportation options and simplify their travel throughout the community-. Specifically, in the route reconfiguration, low-income and minority neighborhoods were provided with additional service and frequency. Indicate which group is impacted: / Women ® Persons with a disability ® Blacks ® Latinos ® Asians ® Pacific Islanders ® American Indians ® Alaskan Native Americans ® Other ❑ The proposed grant project programs or policies could have a disproportionate or unique negative impact on minority persons. Describe the negative impact expected from this project. Present the rationale for the existence of the proposed program or policy. Provide evidence of consultation with representatives of the minority groups impacted. Indicate which group is impacted: ❑ Women ❑ Persons with a disability ❑ Blacks ❑ Latinos ❑ Asians ❑ Pacific Islanders ❑ American Indians ❑ Alaskan Native Americans 0 Other ❑ The proposed grant project programs or policies are not expected to have a disproportionate or unique impact on minority persons. Present the rationale for determining no impact. I hereby certify that the information on this form is complete and accurate, to the best of my knowledge: Name: Candace Eudaley Title: Director of Transit Operations 17 Attachment 1 Marketing Plan 18 Jule Transit Marketing Plan Executive Summary Public transit provides opportunities for citizens to travel within the city limits, regardless of their reason for utilizing the service. Developing a system and a corresponding marketing strategy to encourage the greatest number of individuals in the community to utilize the service is essential. The success of this marketing plan relies heavily on shorter headways and substantial changes to existing levels and quality of service. Dubuque's previous public transit system had a poor reputation for customer service, long headways, inefficient route planning, low visibility of bus stops, difficult to understand schedules and routes, and poor communication of routes to citizens. The Jule has undergone major changes over the past 5 years that have made it a more viable alternative. There are 8 major markets of potential riders that are currently not all being served. Engaging and targeting these groups in the rebranding, route development, marketing campaigns and integrated use of technology have provided additional opportunities for increased ridership. Dubuque is a community that prides itself on its sustainability initiatives and acknowledges the importance of a viable transit system as vital to its continued success. The following objectives were outlined in order to improve the perception, increase ridership and improve connectivity. Development of a new identity/brand for Dubuque transit services, creation of an integrated user-friendly system, increased community awareness of transit, increased ridership specifically targeting employers, commuters and college students, use of new branding to produce marketing materials in dual language formats for multiple platforms: web, print, etc. SWOT Analysis Strengths: 1. A community that prides itself on its sustainability initiatives and acknowledges the importance of a viable transit system as vital to their continued success in that arena. 2. Proposed fleet of varying sized vehicles 3. Reconfigured routes with shorter travel times 4. Improved customer service 5. Additional methods of communication with passengers (facebook, email, twitter) Weaknesses: 1. Confusing route maps and schedules 2. Heavy focus on individuals who need the service rather than those who would choose to utilize the service leading to stereotyping and "fear" of the typical transit user 3. Unsubstantiated fears of bus stops being unsafe 4. Historically poor perception of the system 19 Opportunities: 1. Outreach to employers and commuters on tax benefits of mass transit 2. Development of "Park & Ride" type arrangements 3. Large college student population that is beginning to utilize public transit 4. Continuing a partnered transportation option for bicyclists — bike racks on buses 5. Development and use of web -based tools for finding routes and schedules Threats: 1. History of poor service 2. Increased availability of parking for single occupant vehicles 3. Continued and increased development of road systems for single occupant vehicles 4. Speed of travel with single occupant vehicle Target Markets Target Market 1: Workers commuting within the city Many of the city's residents do not work in close proximity to where they live, creating congestion during peak commuting hours. This is especially noticeable for workers who travel between housing clusters in the downtown area to those on the west end and vice versa. Existing service hours do not currently address the needs of individuals commuting to and from work even during peak commuting times. This market segment is becoming increasingly important in the city's push to reduce emissions and vehicle miles traveled with 32,293 individuals living within the city limits in the labor force (US Census Bureau, 3 - year estimates). This is also one of the largest underserved segments. Target Market 2: Workers commuting into the city Dubuque's laborshed includes communities outside of the city transit boundaries. There is currently no "Park & Ride" option available to connect individuals outside of the city to large employment centers throughout the community (industrial parks, downtown, etc). Providing service to this market would decrease congestion within city limits while allowing commuters autonomy before and after working hours to run errands in the community. Target Market 3: Low income families Low income families have a definite need for public transportation services. These individuals are often unaware of the transit system, and need additional assistance in choosing routes that best suit their needs and time availability. 2,338 (9.8%) of households and 7,469 (12.8) of individuals in the city of Dubuque are living below the poverty line (US Census Bureau, 3 -year estimates). This group needs to be provided information in as many venues as possible to ensure saturation of information. 20 Target Market 4: Senior citizens Seniors are, and will continue to be, among the core users of public transportation within the region. They make up 16.3% of the population in Dubuque (US Census Bureau, 3 -year estimates). Their travel needs include medical, shopping and social trips within the community. Most seniors do not consider using public transportation until they are unable to drive themselves making it important to provide information to these individuals before they have a need to insure their comfort with the system. Target Market 5: Non-English speakers Non-English speakers, specifically Spanish speaking individuals, are a growing population in the Dubuque community at 2% of the 2008 total population estimates up from 1.6% in 2000 (US Census Bureau, 3 -year estimates). Customized communication efforts may be required. The Presentation Lantern Center, Multi- cultural Family Center and other organizations will serve as good venues for communicating to these individuals. Target Market 6: Persons with disabilities Disabled citizens are often regular users of public transit. This group is likely to currently use public transit for work, as well as for basic travel needs. Social service programs generally provide effective channels for communicating with these individuals and their families. Target Market 7: College Students Dubuque is home to Clarke College, University of Dubuque, Loras College, Northeast Iowa Community College, Wartburg Seminary, and Emmaus Bible College with a total student population of approximately 7,000. Students within the Dubuque area may or may not have access to a personal vehicle and generally have limited knowledge of the layout of the community. Public transit can serve this market best by providing a stop on or very near campus, providing transportation to and from shopping centers and employment opportunities. Target Market 8: Visitors Visitors are an extremely important target market for businesses in Dubuque, specifically the downtown area. Utilizing the existing trolley routes as a starting point for tourists, public transit would allow visitors to see additional areas of the community without fears of getting lost. The intermodal center and connection to Burlington Trailways and Lamers beginning in late summer 2015 will provide another connection for visitors to park and ride to see the community. Marketing Objectives 1. Develop new identity/brand for Dubuque transit services - Engage community members in each of the targeted markets during the rebranding process to insure an inclusive identity that appeals to a broad demographic 21 2. Create an integrated user-friendly system - utilize technology to provide real-time passenger information via kiosks, automated schedule system, etc. 3. Increase community awareness of transit as a viable transportation mode that is essential to attainment of community sustainability goals by emphasizing its environmental, social, and economic benefits 4. Increase ridership in all target markets, specifically targeting employers, commuters and college students to increase ridership in these segments 5. Using new branding, produce brochures, route maps, schedules and other marketing materials in dual language formats for multiple platforms: web, print, etc 6. Promote new intermodal center as hub and connection to intercity providers. Implementation Tactics 1. Develop new identity/brand for Dubuque transit services - Engage community members in each of the targeted markets during the rebranding process to insure an inclusive identity that appeals to a broad demographic. a) Meet with a variety of student groups on each college campus to gather a minimum of 2 representatives from each school b) Meet with businesses in the community located at a variety of locations to gather a minimum of 2 representatives from each geographic business district of the city c) Meet with individuals at the MultiCultural Family Center, St. Patrick's Parish, and the Presentation Lantern Center to assist in recruitment of 2 ESL individuals d) Meet with representatives from Goodwill, Jones Hand -in -Hand preschool, and other social services agencies to assist in gathering input from providers of services to the disabled e) Meet with representatives from Project Hope, Getting Ahead in a Just Gettin' by World, Project Concern, and other social services agencies to assist in recruitment of 2 representatives from low income families. f) Hold input sessions on agency developed logos, and branding schemes inviting individuals from the target markets g) Provide an online survey to gather community input h) Gather testimonial from riders in each target market category 2. Create a user-friendly system - utilize technology to provide real-time passenger information via kiosks, automated schedule system, etc. a) Develop a transit only website providing information about rates, schedules, routes and connecting to other tools as described below b) Implement an online interactive system map similar to WMATA (http://www.wmata.com/) 22 c) Implement a phone and online system similar to Tri -Met TransitTracker (http://trimet.org/) d) Host printable route maps and schedules online e) Service alerts or notices delivered via text and email f) Implement a rideshare software to incorporate and connect all modes of transportation: bus routes, bike trails and routes, park & ride Tots, carpool opportunities. Example: GreenRide (www.greenride.com) g) Provide all application with smartphone/iPhone/Droid capabilities h) Provide all applications with bilingual capabilities 3. Increase community awareness of transit as a viable transportation mode that is essential to attainment of community sustainability goals by emphasizing its environmental, social, and economic benefits a) Meet with community organizations to partner with their sustainability efforts. Initial list of organizations to contact: Dubuque 2.0, The Petal Project, Green Dubuque, Audubon Society, Sierra Club, and Keep Dubuque County Clean and Green, Tri-State Trail Vision b) Within planned marketing materials highlight the environmental, social, and financial benefits of public transit c) Provide emissions and cost savings calculations in print and web marketing similar to WMATA (http://www.wmata.com/rider_tools/calculator/cal cu I ato r. cfm) d) Partnering with local bike groups to promote a multi -modal option for bicyclists — bike racks on buses e) Host "Learn to Ride" sessions weekly throughout the summer for kids and others who are interested in using transit. Help people planner their routes and find their stops. 4. Increase ridership in all target markets, specifically targeting employers, commuters and college students to increase ridership in these segments a) Meet with campus safety and student life on each college campus to brainstorm ideas, potential on campus stops, and desired stops b) Develop partnerships with local businesses to offer discounts for college students using transit to access their business c) Provide a college student discount d) Provide shuttle service for special events to create awareness of local bus system among students e) Educate employers and TRIHRA members about tax incentives, maintenance and other cost savings, and the marketing potential in encouraging employees to utilize transit f) Collaborate with employers and human resource professionals to establish a system for employee transit reimbursement programs similar to Tri -Met (http://trimet.org/employers/index.htm) g) Provide an online survey template to gauge employee interest in transit opportunities h) Encourage businesses to hang posters or provide other informational materials employees and customers 23 5. Using new branding, produce brochures, route maps, schedules, signage and other marketing materials in dual language formats for multiple platforms: web, print, etc. a) Develop and design brochures focusing on each target market in hard copy and PDF format (for website download) b) Develop and design route maps focusing on each target market in hard copy and PDF format (for website download) c) Decal all vehicles with new brand identity d) Develop and design route maps focusing on each target market in hard copy and PDF format (for website download) e) Provide all materials is dual languages when appropriate f) Establish distribution network for brochures, route maps, and schedules g) Design, purchase and install new bus stop signage 6. Promote new intermodal center as hub and connection to intercity providers. a) Develop and design brochures focusing on connections between Jule routes and intercity provider pickup and drop off times. b) Develop advertisements for print, social media and radio about connection to intercity providers with focus on Des Moines and Chicago trips c) Conduct outreach to target markets on the routes that connect to intercity provider pickup and drop off times. Evaluation of Results Increased ridership, community knowledge, brand salience and improved perception of public transit in the community. 24 Attachment 2 Letter of Support efTranrpultman fice j,Em T:ae,n CQIn way Ames., IA erica Grant Review Cpamttx: Semenber:1 ML4 At the Chart of the Jule rrao:ir Adn,on Load 1 am writing this letter m show the Boards support of The Tile, the Cit ofDbqueen department m rl:eiralpinzlrm fcr w Aar Iowa Clean AAnamtricm Ragmn grant, ant, fm tae purpose of funding the Smut Transit p:olecr. The Scale ha= partnered with IBM Corpoistion fa:hm lrofect IBM has devetolen a anmtplime applcatioo :]at allow: for the anonvaou: ga:]mng of tramportahm-related dna. Data from niers of he apphcalmn in 'around the City ofDuivyfit 'XIII be combined with data gathered fimu the Ratio Ftemencv detttfietfion IRFID: system msialled on the ]me sfixed routeand will provide real ame information to help detelmme now the .It sYvem is ctmeulu bene used and hew Ma to adjust and of change the existing fixed marc Stem in ostler to increase It overall efficiency and effechcenest. I -he 1CkAP sant will allow for the nnplementahon of the project whish mcludet the funding ofthe MidtownLoop and Feeder routes for :Or three The 1550 plot e. implemented JO the fit yeu.and the del gathered Lal :nese tomes and combined coni existmn senileroute will Y used to help mrget recommended change m the fixedro:rte :)-stem m tear two and three of the ram Trtasporaua has been Ideunfrtd a; one of the pitman ;¢trees of au pollnuan in - C:r9 of Dubuque_ Tho, grant important to the ethos of Dubuque as b.: nukang the hand s tem mole efficient and effective. we willbe able to better encourage ntlento get out of then personal vehicles and use rico:¢ instead Decreasing the ameabel of veh¢lee on cit} sheew will help move the cm' away :Mu having anon-ataim,: ii[' level by :Susan tilenumber of Veh¢le}file= Ti vcled VMD thrz?hmn the ztty The Cit' of Dubuque wall be pcvadmg rhe'!°•. Nal match thx as needed for this grant Sincerely, Chzir proxy T Prox, stanature Board 11:14 TAB hfee:ma 2401 CENTRAL AVENUE, DUBUQUE, IA 52001 W W W.IULETRANSIT.ORG 1 563-589-4196 25