It’s been quite a journey for Vancouver businessman Tung Chan.

Chan, a Hong Kong native, immigrated to Vancouver in his early 20s, waiting tables to put himself through school.

Today, his list of accomplishments is as impressive as it is varied: District Vice-President with TD Bank Financial Group, City of Vancouver Councillor and currently CEO of SUCCESS, are just a few of his career highlights.

A passionate philanthropist, Chan has a long history with Vancouver Foundation. In addition to serving on the Foundation’s Development Advisory Committee, in 1998 Chan and his wife started the Tung and Shirley Chan “Ji Shen” Fund, meaning “accumulation of good deeds.” His goal? To leave a lasting contribution that will live on beyond his lifetime.

“I wanted to leave a legacy behind by setting up an endowment fund with Vancouver Foundation,” says Chan. “I also wanted to set an example for others to show that if someone like me, who was a poor immigrant, can do this, than anyone can “and should” do it too.”

“I also wanted to set an example for others to show that if someone like me, who was a poor immigrant, can do this, than anyone can – and should – do it too.” — Tung Chan

In 2006, the Tung and Shirley Chan “Ji Shen” Fund provided grants to an array of organizations, including the Richmond Public Library, the Ji Shen Award at Kwantlen University College and the Boys’ and Girls’ Club of Greater Vancouver.

© (Story written: 2006)

CAREER STRATEGY
After years in the rat race, many boomers are taking on careers with less pay – but a lot more meaning
DAVID HUTTON
July 30, 2008

When Tung Chan was first approached about leaving his post as Toronto-Dominion Bank’s vice-president of Asian banking to join a Vancouver non-profit organization, he laughed.

At 54, he was one year away from his planned retirement and looking forward to getting off the corporate ladder, to spend more time with his wife and daughters, and enjoy some well-deserved relaxation. He planned to write a book and travel the world with his wife, a promise he’d made years before.

Running a non-profit was not in his plans. But the idea slowly took hold of him.

He had been a volunteer with SUCCESS, one of British Columbia’s largest non-profit immigrant settlement organizations, and realized that his fluency in several languages and contacts across ethnic lines could make a difference. He’d already been contacted by a headhunter to help find a new chief executive officer for SUCCESS. When a suitable candidate wasn’t found, Mr. Chan was contacted again – to be interviewed for the job.

He talked it over with his family and started months of soul-searching before accepting the opportunity. “I had to convince my wife to postpone the travel plans,” he says. “But she said: ‘Tung, follow your heart, just go for it.’ “

So, in 2006, he left behind 30 years at TD Bank to become CEO of SUCCESS. It was a huge step down in salary and seniority, Mr. Chan admits. And while the option to retire was tempting, he was glad to work in a field where the results could be measured in ways other than number crunching.

“I loved what I did but I wanted something that was closer to people, where I could make a difference in lives. I had accumulated all this experience and was able to find a social service agency where I could use those skills.”

It’s called the “encore career” – and Mr. Chan is among a growing number of people who are forgoing retirement for less lucrative but more satisfying work later in life.

The term was coined by social entrepreneur and author Marc Freedman, who defines it as a late-in-life career that combines personal meaning and social impact in areas such as the non-profit sector, health care and education.

“People are finding themselves working far longer than previous generations,” Mr. Freedman says. “And so they are asking questions about what kind of work they’re going to do. Is it going to be another 10 years at the grindstone or is it going to be work they’re proud of?”

A U.S. survey by the MetLife Foundation, a social sector funding agency, and the Civic Ventures think tank found that nearly 10 per cent of the 3,500 people aged 44 to 70 surveyed have already launched encore careers. And more than half of the rest want to do so.

According to the study, those pursuing encore careers aren’t retirees; they tend to be between the ages of 51 and 62, are female and they value work-life balance. Those involved in encore careers in the social services sector typically are affluent and university graduates. And 75 per cent said they are earning sufficient income and benefits.

The number of midlife meaning-seekers is growing in Canada, too, as more boomers move out of the work force, says Joseph D’Cruz, a management professor at the University of Toronto’s Rotman School of Management.

He says he receives calls monthly from senior business executives looking to move into teaching or the non-profit sector as they’re closing in on retirement.

What’s at work here is the intersection of several social forces, Prof. D’Cruz says. Social enterprises, where the priority is helping people rather than making money, have become a growing force in Canada, championed most recently by former prime minister Paul Martin, and they’re in need of expertise.

People are also living longer and searching for a job with purpose after spending their life in corporate environments, he says.

Bill Young, the CEO of Social Capital Partners, which invests in for-profit companies that hire people on social assistance, took on his encore career after a life in the telecommunications industry.

With major profits pocketed from his investment in Red Hat Inc., an open source software company that hit it big during the dot-com boom, Mr. Young saw an opportunity to do what he had always wanted to do: Give back.

“It wasn’t where I was needed or belonged, it felt like,” Mr. Young says of the booming tech sector in the late 90s. “I was no longer driven by ways of figuring out ways to make more money.”

But these aren’t always easy transitions, says Burnaby, B.C., retirement coach Kristi Nielsen, author of Retirement Inspirement. She coaches retirees through this transition period and often recommends work in the non-profit sector when the situation is right. She advises people to do their homework on the field they’re going to enter and make sure they have the right certifications, if necessary, and background.

But the U.S. survey reports that the majority of those in encore careers haven’t encountered any of the difficulties Ms. Neilsen warns about. Rather, most find their jobs satisfying.

While there is a booming industry in the field of retirement support services, career transition resources that focus on non-profit businesses are lacking in Canada, Prof. D’Cruz says. There just aren’t any dedicated places for people looking to launch significant second careers in an area of social importance, even though such services are desperately needed, he says.

Helen Chandler, 55, followed her heart, although it’s been a circuitous route to get to her encore career. Eight years ago, she was writing software with IBM Canada in Toronto. But she became disillusioned by the work and decided on a whim to move to Nova Scotia, where she’d visited in the past and found herself “inexplicably drawn.”

She moved to Bridgewater, a town of 8,000 on the province’s south shore, but found herself unemployed. The transition was difficult, Ms. Chandler says. She dwelled on what other people thought of her when she was unemployed and fought depression for a short time.

Then Ms. Chandler turned her mind to finding a career where she could give back. She was inspired, she says, after getting involved in Reiki, a Japanese healing practice that focuses on spirituality.

First, she renewed a teaching certificate she’d received decades earlier and began work as a substitute high school teacher. She also applied to work with the Acadia Centre for Social and Business Entrepreneurship, which helped guide her through her own transition. She now also teaches one of its courses aimed at helping older workers transition back to work after they’ve retired or been laid off.

“It took a long time to figure out what was missing,” she says. “But I just wasn’t driven by a personal vision.”

For Mr. Chan. the change of pace was difficult at first. When he tried to race through the first staff meeting, his employees told him he needed to slow down, he says.

But since coming on board Mr. Chan has enacted major structural reform in the non-profit, using the management expertise he gained at the corporate level to forge closer ties between Vancouver’s ethnic communities and marshal resources from a variety of other immigration organizations.

Mr. Chan plans on working until they kick him out, which might be hard, all things considered. He recently donated $100,000 to the organization.

“It’s funny,” Mr. Chan says. “I work way harder now.”

His youngest daughter now teases him that he worked the first half of his life making money while he’s spending the second-half making change.

“I didn’t ever see it that way,” he says. “Maybe she knows more about me than I know myself.”

CASE STUDIES: BRAVO
Here are case studies of three individuals who packed it in from the corporate world to make an encore by heading up worthy causes.

Bill Young
Age: 54
Toronto

FORMER EMPLOYMENT
Mr. Young was an executive at Optel Communications Corp. and Hamilton Computers in Toronto before shifting gears in 2000. He had made millions of dollars investing in Red Hat Inc., an open-source software company founded by his cousin, Robert.

CURRENT EMPLOYMENT
In 2001, Mr. Young created Social Capital Partners, which invests in for-profit companies that hire people on social assistance, particularly at-risk youth. The company now has a wide-ranging portfolio, including a property management firm in Vancouver, a renovation business in Winnipeg, and a bicycle courier service in Toronto.

WHY THE CHANGE?
Mr. Young says he wanted to do something every day that made a difference. He saw the small fortune he had made as an investor as an opportunity to change careers – from making money to giving it away to others who shared his social values. “The wheel of fortune spun my way and I was ready for a change to do something I felt actually mattered,” he says.

IMPRESSIONS
“Most of all, I love the challenge,” he says. “Any time you’re trying to figure out a new approach to doing things, it’s engaging. There’s a real collective energy to the social sector.”

ADVICE FOR OTHERS
Don’t expect too much too fast, Mr. Young says. “It takes a while to learn a new field and build a new network and find the right people to engage with.”

Helen Chandler
Age: 55
Bridgewater, N.S.

FORMER EMPLOYMENT
Ms. Chandler, spent more than 25 years at IBM Canada, writing software programs.

CURRENT EMPLOYMENT
The Acadia Centre for Social and Business Entrepreneurship where she teaches a course aimed at helping older workers make the transition back to work late in life; she also works part-time as a teacher in Bridgewater, N.S.

WHY THE CHANGE?
Ms. Chandler says she became fed-up with the corporate world. “It took a long time to figure out what was missing,” she says. “But I just wasn’t driven by a personal vision.”

IMPRESSIONS
The flexibility of the non-profit environment gave Ms. Chandler a freedom she didn’t enjoy in the business world, she says. “I watch too many people accept unsatisfactory situations and allow them to be treated badly because they fear they will lose their jobs.”

But on the downside, the transition was difficult and she fought bouts of depression and relied on part-time jobs, and little money, as she adjusted. “It has been a process of letting go of what the outside world thinks is important and embracing what I believe to be important.”

ADVICE FOR OTHERS
It’s about taking stock of who you are, she says. “But it’s tough. People have ingrained ways of being that are tough to break. You have to look at it as a spiritual break … not an opportunity to make money.”

PAUL McGRATH
Age: 65
Toronto

FORMER EMPLOYMENT
He worked in various roles with TD Bank, rising to vice-president before retiring at 59 after 35 years with the organization. His last job was to help mesh the operations of TD Bank with Canada Trust after their merger.

CURRENT EMPLOYMENT
In 2005, Mr. McGrath became the executive director of the food bank at Toronto’s Timothy Eaton Memorial Church, which feeds about 150 people. He works part-time, organizing finances and working on food drives with volunteers. He has begun to re-organize the structure of the charity, focusing more on volunteer recruitment.

WHY THE CHANGE?
“A lot of senior executives do their best work at the board level,” he says, “but there you never see the customer. I wanted to get down a bit from there. If I really had the guts I’d be working on the streets but this seemed like a good fit.”

IMPRESSIONS
The toughest part, Mr. McGrath says, is managing. In the corporate world, everyone was moving in the same direction. But now that he’s working with volunteers, the commitment level among individuals can differ and he had to learn to adjust his expectations of what can be accomplished. “There’s not a hierarchy any more,” he said. “And there’s nobody around to delegate the little things to.”

ADVICE FOR OTHERS
“Put some thought into it and only do it if you’re healthy and you have the resources to do it. It’s a different life.” – David Hutton

ENCORES: DO YOU HAVE ONE IN YOU?
Making the transition from the corporate world to the public or non-profit sector can be difficult. Marc Freedman, author of Encore: Finding Work that Matters in the Second Half of Life, has some advice for those considering the change.

PLAN AHEAD: Do your research and test the water by getting your foot in the door at the board level first.

BE PATIENT: Don’t think you’re going to change the world right away. The social sector is slower-moving than the corporate world. In many cases, the job is more difficult, because there are so many more stakeholders to deal with, from the end users to donors, volunteers and government.

TACKLE DEBT: Leaving a job for a lower-paid vocation is best done without the burden of debt. The aim should be to pay it off before you make the move.

ADJUST SPENDING: If a lower-paying job means you’ll have less to live on, make sure this is a lifestyle you’re comfortable with. If you’re too preoccupied with the cut in pay you’ll have to take, for instance, it’s probably not a good idea to switch to a non-profit.

© Global CareerCAREER STRATEGY

PAMELA FAYERMAN. The Vancouver Sun. Vancouver, B.C.: Nov 30, 1990.  pg. B.1

Abstract (Article Summary)
Newly elected Vancouver alderman Tung Chan traces his hallmark ebullience back to days spent pitching speed-reading courses as a teenaged door-to-door salesman in Hong Kong.

When he moved to Vancouver in 1974, his first job was as a waiter at the toney Terminal City Club, where he practised his people skills and English at the same time. To demonstrate the difficulty he had with the language, the 38-year-old Chan recalls the day a club member asked for a screwdriver – Chan promptly delivered the tool, not the drink, to the thirsty customer.

Outgoing Ald. Sandra Wilking, who spoke to Mayor Gordon Campbell about Chan as a potential aldermanic candidate when she decided not to seek re-election, says Chan impressed her because of his enthusiasm and outgoing nature.

(Copyright The Vancouver Sun)
Main story: The Newcomers; profile of Tung Chan

Newly elected Vancouver alderman Tung Chan traces his hallmark ebullience back to days spent pitching speed-reading courses as a teenaged door-to-door salesman in Hong Kong.

He admits he never bothered to learn the technique so he reads the how-to-be-more-successful book, to which he is partial, at an average speed.

When he moved to Vancouver in 1974, his first job was as a waiter at the toney Terminal City Club, where he practised his people skills and English at the same time. To demonstrate the difficulty he had with the language, the 38-year-old Chan recalls the day a club member asked for a screwdriver – Chan promptly delivered the tool, not the drink, to the thirsty customer.

While attending the University of B.C. as a sociology student in the mid-1970s, Chan supported himself by working at the Royal Vancouver Yacht Club as a bartender and with several organizations, including International House and a Chinese-language student radio program.

Upon graduation, he was hired by the Toronto-Dominion Bank, which was aware of his management potential. Says TD senior vice-president W.D. McIntosh: “Tung Chan is highly regarded by the bank. He’s had an excellent career record because he’s got lots of common sense, excellent credit skills and interacts extremely well with employees and customers.

“If he performs at city hall the way he has at the bank, the city has a winner.”

After managing various other branches, Chan assumed management of the Chinatown branch three years ago. Since then, he’s been involved in several organizations that promote the successful integration of Chinese-Canadians. He also organized the Chinatown Toastmaster’s Club, where he hones his public-speaking skills.

He admits his wife, Shirley, was hesitant initially about his desire to enter civic politics, given all his other interests that take him away from her and their two daughters. He said he and his wife, a part-time nurse at Shaughnessy Hospital, were relieved to learn the bank would accommodate him by finding part-time work in the regional office.

While his involvement in the Vancouver Chinese community is deep, Chan is wary of being pigeonholed as only representing the Chinese community.

He says he hopes to alter perceptions during his aldermanic term so “people don’t just look at skin color to judge someone.”

Although it seems a minor distinction, Chan says Chinese people in Vancouver should be referred to as “Canadians of Chinese descent, not just Chinese people, because the latter denotes those who live in China.”

Chan says he hopes the discrimination against new immigrants that surfaced over such issues as monster homes will become a thing of the past.

“I agree with a friend who said that when a Caucasian lives in a monster house, it’s referred to as a mansion, but when a Chinese person lives in one, it’s called a monster house.

“Those same people aren’t necessarily racist, but they have had trouble reacting to the changes which are affecting their neighborhoods. I hope to be able to help in this regard by getting people to talk to their new neighbors more, by encouraging an atmosphere in which people try to understand each other.”

Outgoing Ald. Sandra Wilking, who spoke to Mayor Gordon Campbell about Chan as a potential aldermanic candidate when she decided not to seek re-election, says Chan impressed her because of his enthusiasm and outgoing nature.

She says the fact Chan got so many people in Vancouver’s Chinese community involved in his election campaign shows he can motivate people.

“One thing that I can tell him as a word of caution is that coming from a Chinese background myself, I was quite shocked by the adversarial nature of politics on council. In the Chinese family, this is foreign because you are raised to seek harmony and compromises, so I hope Tung Chan doesn’t have to face that value clash in such a hard way.”

© The Vancouver SunPAMELA FAYERMAN. The Vancouver Sun. Vancouver, B.C.: Nov 30, 1990.  pg. B.1

 

Tung Chan moved from banking world to lead community group SUCCESS

Daphne Bramham
Vancouver Sun
Friday, February 01, 2008

A framed sheet of faded paper sits next to Tung Chan’s computer. Written in Chinese characters is the advice that his father gave him nearly 40 years ago when he immigrated to Canada from Hong Kong.

Don’t say anything about others’ shortcomings. Don’t boast of your strengths. Don’t remember when you help people, but never forget those who help you.

Fame is not something to strive for; being generous, gentle and fair is.

Touch your heart and think clearly before you move. Don’t feel hurt by rumours and gossip.

Never allow your reputation to be exaggerated. Appear to be less intelligent than you are, it will suit you well.

Do not let even the darkest moments or the worst company influence or change you.

Hold your light and warmth inside. Be gentle and weak; it will increase longevity.

Be careful with your words and with what you eat and drink.

Early on, Chan realized the aphorisms handed down through his family of scholars and rooted in Chinese culture about being humble and self-effacing don’t translate well in Canada.

“In Western culture, if you want to be successful, you have to brag about yourself,” Chan said. “You have to let people know what you can do. … You have to show strength or people will walk all over you.”

Having bumped into the glass ceiling so familiar to immigrants and women, Chan read how-to books aimed at women, put aside his father’s exhortations to be humble, quiet and gentle. He became more assertive at business meetings.

Two years after arriving, Chan wrote in his diary (in English): “This is hopeless. I’ll never be able to express myself in this stupid language.”

But he learned all the lessons well. He now speaks fluent, idiomatic English, dreams in English and even speaks a bit of French. He rose to vice-president of Asian banking at the TD Bank. He was elected to Vancouver council.

But a year and a half ago, he acted with his heart and left the corporate world behind to become chief executive of SUCCESS, one of the province’s largest immigrant settlement societies and one of its biggest Chinese organizations.

He did it without doing the usual due diligence. So he was surprised by just how big and complex SUCCESS really is.

It has an annual budget of $22 million. It spends $11 million on health care related programs and $10 million on other social services, which are mainly targeted at helping all immigrants — not only Chinese and other Asians — get settled.

There are 350 employees (a third are part-time) working out of 14 different locations in Metro Vancouver, with another one opening soon.

Its programs range from airport reception to employment help, language classes, a Chinese help line, gambling counselling, early-childhood development programs and even a program for at-risk youth in Port Coquitlam that teaches keyboarding skills and public speaking.

Looking for efficiencies, Chan suggested closing some of the offices and dropping some of its programs. That was quickly quashed. The government funding dictated both the programs and even the office locations.

It was Chan’s first brush with the byzantine world of getting and keeping government grants.

But that wasn’t the only thing that was very different from working at the bank. When he tried to race through the first staff meeting in under an hour, his staff balked. They told him he needed to slow down, listen more. Chan started listening more and rethinking his father’s advice. He’s relearning how to be gentle and weak. He’s relearning the importance of relationships and finding ways to be critical without the other person losing face.

That said, he’s accomplished a lot. One of his goals is to make SUCCESS a truly multicultural organization, moving it away from being primarily an organization helping Chinese people to one that helps Chinese and other immigrant communities.

That’s reflected in the new mission statement: To be an innovative change agent for integrating society in the spirit of multiculturalism.

At Chan’s urging, the board has diversifed. For the first time, it has three non-Chinese directors. There have been non-Chinese directors before, but only occasionally and never more than one at a time.

Chan is forging closer ties with other ethnic communities. SUCCESS already provides services to Korean, Taiwanese, Mainland Chinese, Hong Kong, Japanese and even Iranian immigrants. By marshalling resources, Chan believes more and better services could be provided for all immigrants — services such as a multilingual crisis line.

It was his idea to work with the Vancouver Foundation, replicate its survey and come up with a report card for Metro Vancouver graded by people in the Chinese community. The results largely mirrored that of the mainstream society. But there were a few exceptions. Crime, gambling addictions, loan-sharking and a frustration about professional credentials not being accepted here are high on their list of concerns.

Even though SUCCESS is one of the largest immigrant settlement services, there is still much more that Chan and the board believe it can and should be doing. They have set up a company that will earn revenue for the social services it provides and make SUCCESS less dependent on getting those elusive government grants.

Chan wants SUCCESS to be known outside the immigrant community as something more than just the sponsor of the annual high-profile gala that showcases performers Hong Kong, Taiwan and China.

He believes it can be the bridge linking immigrants to the mainstream society, but also the link that offers Canadians a way to reach and understand newcomers. One of his dreams is to eventually turn the SUCCESS gala into a truly multicultural extravaganza with the best performers from around the world and from Canada.

Because what Chan is passionate about is building on what Canadians have already achieved — equality rights, the rule of law, free speech and democracy — and creating an integrated, respectful society.

If we do that, Chan believes Canada will be immune to the kind of racial and ethnic fissures that nearly destroyed the Balkans and that are currently ripping Kenya apart.

dbramham@png.canwest.com

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© The Vancouver Sun 2008

This article is part of a continuing series 0f portraits of donors to Vancouver Foundation.

When Tung Chan emigrated from Hong Kong to Vancouver in 1974 at the age of 22, he decided that the best way to make friends was to volunteer his time to community organizations.

“During my first months here, I volunteered as a seniors’ group leader for S.U.C.C.E.S.S.,” recalls Chan. “That job required me to go down to Chinatown every Saturday afternoon and take a group of healthy seniors to the Villa Cathay Rest Home to visit shut-in seniors.”

“It was a very rewarding experience, talking to the single, mostly male shut-ins from the home,” he continues. “Those were the people who came at the turn of the century or soon after, leaving all their family back in China. I’ve never forgotten the stories I heard. They were pioneers who worked hard to the best of their ability but were never given the opportunity to fulfill their potential.”

That experience led Chan to volunteer with many other organizations while he worked his way through U.B.C., earning a Bachelors of Sociology, and after he began his career with the Toronto Dominion Bank, where he is now vice president of Asian Banking. It is also why, when the opportunity presented itself in 1990, he decided to run for election as a City of Vancouver councillor.

“Even though I was established in my job as a branch manager, I felt I should take the risk to enter politics,” says Chan, whose bid was successful. “Many of the seniors that I volunteered with when I first came to Vancouver went out of their way to campaign for me. They were knocking on doors on my behalf, phoning friends and making sure people could get out to vote.”

“At that time I made a pledge to myself to work as a bridge between the Chinese –

Canadian community, between those less fortunate people, and the rest of the community. And that’s why, looking at the places that I volunteer for now, a lot are non-Chinese Canadian organizations.”

Chan’s personal website currently lists some 40 past and present community service positions, including membership on Vancouver Foundation’s Development Advisory Committee. He jokes that he posted the list “purely to impress my high school pals from Hong Kong.” In reality, it is a testament to his heartfelt desire to make a difference.

Chan opted not to run again for council in 1993, primarily so he could spend more time with his wife and two growing daughters. Instead, he became a director of the Vancouver Civic Non-Partisan Association. He was subsequently elected president of the NPA and in this capacity led the association to its last victory. “I was pretty proud of that,” he says. “I’m the kind of person that likes to get things done.”

By his own admission, Chan is not the type to “hang around” or occupy a position for life. “I like to start-up things,” he explains. “When I was in Kelowna I started up the Kelowna Chinese Cultural Society. It’s still there. I started up the Toast­master Club in Chinatown. I helped start a co-op radio program that was then the only program made for and by Chinese Canadians in English. I also started the Vancouver Chinese Choir Society. It now has 110 voices.”

When asked if he sings himself, Chan responds, “I used to, way back when. I’d sing bass, but only in a choir setting. I don’t sing solo. I like to provide support in the background.”

Given Chan’s interest in “start­up things” and his desire to make a difference

by supporting community organizations, it is not surprising that he chose to establish a Start-Up Fund with Vancouver Foundation in 1997.

“Start-Up Funds are an affordable way for someone like me, who began in this country as a waiter, to leave a personal legacy,” says Chan. “I’m by no means rich enough that I can just write a cheque for $10,000 [the minimum initiating capital to establish a fund with Vancouver Foundationi. This kind of fund, where I can commit $1,000 a year, is just perfect.”

“A lot of people at my stage in life find they have a little bit of extra money,” he points out. “We’re already writing several thousand dollars worth of cheques to charities each year.

This is an opportunity for that money to be accumulated in a permanent endowment that is both a record of our existence and a way to thank the community for our own success.”

A further advantage of Start-Up Funds, notes Chan, is that when donors reach their more senior years, they can participate to the extent they wish in allocating income from their fund. For Chan’s pert, he plans to give Vancouver Foundation wide discretion in distributing the income from the Tung and Shirley Chan “Ji Shen” Fund.

“Times change and society’s needs change. Right now, many immigrants, including myself, direct the bulk of their donations to immigrant settlement service organizations. If the government has its way in changing the criteria of immigration, the financial need of such organizations might not be as great in the future. I believe that Vancouver Foundation is in the best possible position to determine the areas of greatest need, current and future, and to direct funds accordingly.”

©(This article was first published in the Spring 1998 edition of the Vancouver Foundation Focus)This article is part of a continuing series 0f portraits of donors to Vancouver Foundation.

When Tung Chan emigrated from Hong Kong to Vancouver in 1974 at the age of 22, he decided that the best way to make friends was to volunteer his time to community organizations.

“During my first months here, I volunteered as a seniors’ group leader for S.U.C.C.E.S.S.,” recalls Chan. “That job required me to go down to Chinatown every Saturday afternoon and take a group of healthy seniors to the Villa Cathay Rest Home to visit shut-in seniors.”

“It was a very rewarding experience, talking to the single, mostly male shut-ins from the home,” he continues. “Those were the people who came at the turn of the century or soon after, leaving all their family back in China. I’ve never forgotten the stories I heard. They were pioneers who worked hard to the best of their ability but were never given the opportunity to fulfill their potential.”

That experience led Chan to volunteer with many other organizations while he worked his way through U.B.C., earning a Bachelors of Sociology, and after he began his career with the Toronto Dominion Bank, where he is now vice president of Asian Banking. It is also why, when the opportunity presented itself in 1990, he decided to run for election as a City of Vancouver councillor.

“Even though I was established in my job as a branch manager, I felt I should take the risk to enter politics,” says Chan, whose bid was successful. “Many of the seniors that I volunteered with when I first came to Vancouver went out of their way to campaign for me. They were knocking on doors on my behalf, phoning friends and making sure people could get out to vote.”

“At that time I made a pledge to myself to work as a bridge between the Chinese –

Canadian community, between those less fortunate people, and the rest of the community. And that’s why, looking at the places that I volunteer for now, a lot are non-Chinese Canadian organizations.”

Chan’s personal website currently lists some 40 past and present community service positions, including membership on Vancouver Foundation’s Development Advisory Committee. He jokes that he posted the list “purely to impress my high school pals from Hong Kong.” In reality, it is a testament to his heartfelt desire to make a difference.

Chan opted not to run again for council in 1993, primarily so he could spend more time with his wife and two growing daughters. Instead, he became a director of the Vancouver Civic Non-Partisan Association. He was subsequently elected president of the NPA and in this capacity led the association to its last victory. “I was pretty proud of that,” he says. “I’m the kind of person that likes to get things done.”

By his own admission, Chan is not the type to “hang around” or occupy a position for life. “I like to start-up things,” he explains. “When I was in Kelowna I started up the Kelowna Chinese Cultural Society. It’s still there. I started up the Toast­master Club in Chinatown. I helped start a co-op radio program that was then the only program made for and by Chinese Canadians in English. I also started the Vancouver Chinese Choir Society. It now has 110 voices.”

When asked if he sings himself, Chan responds, “I used to, way back when. I’d sing bass, but only in a choir setting. I don’t sing solo. I like to provide support in the background.”

Given Chan’s interest in “start­up things” and his desire to make a difference

by supporting community organizations, it is not surprising that he chose to establish a Start-Up Fund with Vancouver Foundation in 1997.

“Start-Up Funds are an affordable way for someone like me, who began in this country as a waiter, to leave a personal legacy,” says Chan. “I’m by no means rich enough that I can just write a cheque for $10,000 [the minimum initiating capital to establish a fund with Vancouver Foundationi. This kind of fund, where I can commit $1,000 a year, is just perfect.”

“A lot of people at my stage in life find they have a little bit of extra money,” he points out. “We’re already writing several thousand dollars worth of cheques to charities each year.

This is an opportunity for that money to be accumulated in a permanent endowment that is both a record of our existence and a way to thank the community for our own success.”

A further advantage of Start-Up Funds, notes Chan, is that when donors reach their more senior years, they can participate to the extent they wish in allocating income from their fund. For Chan’s pert, he plans to give Vancouver Foundation wide discretion in distributing the income from the Tung and Shirley Chan “Ji Shen” Fund.

“Times change and society’s needs change. Right now, many immigrants, including myself, direct the bulk of their donations to immigrant settlement service organizations. If the government has its way in changing the criteria of immigration, the financial need of such organizations might not be as great in the future. I believe that Vancouver Foundation is in the best possible position to determine the areas of greatest need, current and future, and to direct funds accordingly.”

(This article was first published in the Spring 1998 edition of the Vancouver Foundation Focus)