Elections Database
Port of Tacoma position 2« Go back
Charles Kelly Creso
Residence: Tacoma
Contact: 253-952-1779
Occupation: Self-employed, Real Estate

Experience: Volunteer advocate for responsible government, 2003-2009. Volunteer math tutor, many times from approximately 1971-2009. Volunteer for the performing arts, including stage set acquisition, fund raising, usher and miscellaneous supporting activities, approximately 1999-2009. Volunteer public speaker on issues ranging from real estate to gardening techniques, 1989-2009. Volunteer supporting activities for emerging new local authors, approximately 2001-2005.

Education: B.S. Business, Honors, Oregon State University, 1980. B.A. Spanish, Honors, Oregon State University, 1980. B.A. International Studies, First In Class, University of Washington, Tacoma, 1991. Additional areas of study: International Business, Economics, Real Estate, Financial Statement Analysis (both governmental and corporate), Chemistry, Mathematics (the last two contributed to the science portion of my B.S. degree above). Additionally, I have 29 years of practical application commercial real estate sales, commercial lease negotiations and commercial lease writing.

What are your priorities for the port in the upcoming year?
'Sustainable' profitability of the port. Successful growth of desirable port activities. Job creation, retention and improvement in employee relations. Minimization of tax impacts on public. Transparency and accountability at all levels of port operation. Minimization of unnecessary expenses. Measurable improvement in port safety and security. Measurable improvement in reducing port pollution and improvement of environment. Measurable improvement of port's competitive advantage. Attracting new desirable businesses and identifying new revenue sources. Improvement in client/customer service satisfaction.

The port’s executive director reports to the commission. On what criteria do you think the director should be evaluated?
Profitability of the port. Productive and successful growth of port activities. Success with minimization of unnecessary expenses. Job creation, retention and ability to relate to port employees. Success attracting new desirable businesses and identifying new revenue sources. Measurable improvement in port safety and security. Measurable improvement in reducing port pollution and improvement of environment. Measurable improvement of port's competitive advantage. Transparency and accountability at all levels of port operation. Minimization of tax impacts on public.

What should the port do to attract and keep business?
Review existing contractual agreements and interview current port tenants and those conducting business with the port to ascertain the port's current strengths and weaknesses. Apply the knowledge to improving port attractiveness to potential new business interests and retaining current business. Identify prospective growth industries, emerging international businesses and promising new small business innovators and develop marketing strategies to attract them. Introduce contractual agreements that incentivize the desirability of staying and increasing operations at the port.

Personal Statement:
Dump Marzano. "First came the bust on the port's $21 million gamble to buy up land near Maytown in Thurston County to build a rail yard." Tribune quote. "Then port officials fumbled cost estimates for a shipping terminal that helped lure NYK Line here from the Port of Seattle." Tribune quote. (A $137 million dollar fumble). Commissioners approved $6,000 per commissioner for airline tickets to Abu Dhabi at taxpayer expense, just before massive port layoffs.

Dick Marzano
Residence: University Place
Contact: 253-279-7484
E-mail: dickmarzano@gmail.com
Website: www.dickmarzano.com
Occupation: Longshore Clerk

Experience: United Way Board Member 1996 Freight Mobility Strategic Investment Board 2001-2005 Foss Waterway Development Board 1999-2004 St. Leo's Hospitality Kitchen 1987-1990 Washington Public Ports Association Puget Sound Regional Council 2008-present

Education: Stadium High School

What are your priorities for the port in the upcoming year?
Continuing the work of securing funds for infrastructure needs while keeping a competitive edge over our competition. Making sure we listen to our customers and their needs in this down economy to ensure their success and growth in the future. Continue our outreach to the various cities in Pierce County to both inform and listen to their concerns and how we can work together for the success of all.

The port’s executive director reports to the commission. On what criteria do you think the director should be evaluated?
The Port Commission sets forth the policies and goals of the Port after lengthy discussion and debate. The Director needs to lead the Port in that direction while at the same time keeping the Port financially sound. The director is also the face of the Port to the community and to our customers.

What should the port do to attract and keep business?
In the worst economy since the Great Depression, now more than ever we need to listen to our customers needs and how we can help, knowing full well we will suffer with them. When the industry turns around, their growth and success will also be ours. We also need to ensure our infrastructure needs are addressed, working with continued support from the rail roads to invest in the Pacific Northwest.

Personal Statement:
I have worked on the waterfront my entire adult life and have seen many changes in the port area. I believe my experience in the maritime industry will continue to help face the challenges that lie ahead.