and the Southwest waterfront. Another $140 million of the PILOT bonds would fund infrastructure improvements around the new United States Department of Transportation headquarters (then being built at 1200 New Jersey Avenue SE, near the Navy Yard – Ballpark Metro station) and within the Federal Center Southeast. In November 2006, the AWC said it would offer a second bond issue to raise $100 million to make infrastructure improvements at and remove trash from Hill East/Reservation 13 and Poplar Point. The AWC said it would receive a share of a September 2006 sale of $248 million in Tobacco Master Settlement Agreement bonds to build a $60 million medical office building complex at Hill East. The city sold $140 million in PILOT bonds to build a $40 million park along the Anacostia River between South Capitol Street and 2nd Street SE and to fund $75 million in miscellaneous AWC projects. Another $90 million in PILOT bonds went on sale in February 2007 to help pay for infrastructure improvements at Federal Center Southeast. Anacostia River clean-up and training efforts The AWC also acted on its mission to assist in cleaning up the Anacostia River. In November 2006, the corporation made river clean-up a priority for the organization, which included watershed-wide education efforts to address non-point-source water pollution. The corporation announced strict environmental standards for its developers in February 2007 in order to help reduce wastewater runoff into the river. The AWC's efforts to develop site-specific environmental design guidelines won awards from the National Capital Section of the American Society of Civil Engineers and GreenHOME (an organization which recommends environmentally safe products for residential homes). One of the AWC's final projects was the funding of a worker training center. Since its inception, the corporation had required that 51 percent of each developer's workforce come from the District of Columbia, and that at least 10 percent of the workforce be residents of the city's impoverished Ward 8. But developers complained that few D.C. residents were prepared or trained for the jobs offered. The AWC established an employment organization to help screen D.C. residents who applied for jobs, better match residents to positions that they qualified for, and improve residents' job skills to better prepare them for the workplace. The organization would also help promote awareness of AWC redevelopment projects and job opportunities at those projects among Ward 7 and Ward 8 residents. This organization, known