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Annual Action Plan 2026 55 OMB Control No: 2506-0117 (exp. 09/30/2021) CFR 35, et al. (9/15/99). A certified risk assessor will inspect all such housing. The City also ensures subrecipients that provide major and minor home repairs are conducting risk assessments for all pre-1978 housing and are trained on the different approaches based on the cost of the overall project. For projects that do not meet lead paint exemption requirements, the City requires subrecipients to submit detailed scope of works to document whether de minimis levels of paint will be disturbed. Actions planned to reduce the number of poverty-level families Tackling poverty is one of the most important factors in reducing social exclusion and improving the lives of our residents. As part of its Economic Development work, Redwood City has developed an Economic Mobility Action Plan (EMAP) that identifies steps our organization and community are taking to advance opportunity for all. The EMAP was approved by City Council on December 22, 2025. The EMAP uses the Urban Institute’s Upward Mobility framework that recognizes that income alone does not drive upward mobility; it requires economic success, dignity and belonging, and power and autonomy. To achieve this three-part definition of upward mobility, the framework suggests positive outcomes are required in five pillar areas: rewarding work, high-quality education, opportunity-rich neighborhoods, healthy environment and access to good healthcare, and responsive and just governance. Using this framework, the City’s EMAP has identified three community outcomes to work towards: 1. Households in Redwood City/North Fair Oaks experience less stress about money 2. Redwood City and North Fair Oaks residents use the available employment and basic needs resources when those resources can be helpful 3. Members of the Redwood City/ North Fair Oaks community feel the power to shape their own future Actions the City will be taking to support these goals include: • Identify opportunities to provide financial education in City operations and coordinate delivery • Proactively pursue local apprenticeship or employment program options that support businesses and residents • Enhance communication of minimum wage ordinance and enforcement mechanisms, in partnership with San Mateo County • Connect local small business owners to support • Amplify and expand opportunities for civic leadership development, through programs like the Community Building Academy, Neighborhood Associations, the Community Emergency Response Team program, and the Volunteers in Policing Service program ATTY/RESO.0019/CC RESO 2026 ANNUAL ACTION PLAN (CDBG) - EXHIBIT A REV: 05-01-26 LF Page 55 of 107