Think about the service clubs, the community agencies, the churches and institutions that help make life better in your neighbourhood. How did these groups come to exist? For all the diversity that is represented in the non-profit world, the way our social institutions and agencies took shape is actually quite simple:

People, gathering together, listening to each other, working together to plan and support healthier, more vibrant communities in which to live.

As time goes by, the institutions, service clubs, agencies, and churches in our communities have become familiar, stable assets that help strengthen neighbourhoods and improve people’s lives in a number of ways. But as we all know, people and lifestyles change, evolve.

Our community institutions must change and evolve as well, in order to remain relevant.

There are many resources available to help community institutions and faith based groups manage change. The challenge is, there aren’t many approaches that begin by really listening to and honouring the stories, the legacy behind what our community institutions have done, and why the people who are part of our churches, service clubs, and community agencies believe they matter.

We believe that the best way to plan for the future, is to take time to listen:

  • Listen to the stories that are important to each of us, to the faith groups and community groups of which we’re part;
  • Listen as well to the stories, hopes, and concerns of the communities around us;
  • Listen to what knowledgeable professionals tell us about how best to steward our clients’ land and capital resources;
  • And listen to find ways to connect all of this together, to create renewed places, purpose, and vitality for people and organizations contributing to community well-being.

Here’s how Lumenos Advisors can listen to you, and guide you through the creative process to a practical & desirable resolution…

This first stage of our process is completely about the listening that needs to occur, it sets the foundation for everything that follows.

In the listening, questions arise, and the reflection on those questions helps both our group and the client group to better understand their needs and goals. Often, a project is undertaken to meet the needs of 'today', when what is usually desirable is a solution that meets the needs of 'tomorrow', as well.

The objectives of this stage are to identify who and what matters in this situation? What is the organization's understanding of its mission and its community, and what is its capacity to do what needs to be done?


This step is about the reconnection of our client's group with their community, its needs, interests, and opportunities.

This matters... because organizations that are connected beyond their internal community to the needs and interests of the broader community tend to have greater vitality, resilience, and impact than those that are focused only on their own needs.

Here is where we begin to develop understanding of our internal community and interested community allies. What is actually possible when we set out to revitalize the mission and program in the community?

We need to bring people together to understand the opportunity, we need to work with client groups to help them understand how to relate to their community.

Time frames need to be identified, how much time is available, and how much is needed? Different groups have different requirements and it's important that everyone understands what the assets will actually allow.

How much can be built, what can be done under existing regulatory structures, what kinds of governance and financing models will be needed to make the project possible?

We now understand what we want to accomplish. We understand who among the community wants to work with us on our goal, and what the physical land asset and regulatory environment will allow.

We can now begin to develop a plan, which will include planning for physical assets, financing, agreements that will support the project, and we can now begin to work with all community stakeholders to solicit their input, and gain their support for future approvals that will be required.


This is where all of the previous hard work makes it real. Its now time to get down to business, developing a project management plan, signing agreements, gaining permits, setting up contracts and tender documents, creating bid structures.

It's at this time that the client organization will develop a full understanding of the ownership model, the operational model, and the governance model that will be needed to sustain this achievement beyond the completion of the redevelopment plan.


Our Advisory Team

Joel Den Haan

Joel Den Haan

The Joel Den Haan Consulting Group believes in using all our assets and resources- people, purpose, finance, and capital- to tune our efforts toward mission effectiveness.  Drawing on over two decades’ experience assisting faith-based, non-profit, and for-profit leaders to build mission in today’s emerging environment, planning and transition management consultant Joel Den Haan can help your group deliver on plans that are both inspiring and practical.

With a significant background of research into how people work together, Joel specializes in helping groups to clarify and focus their values, priorities, and purpose first and foremost.  As part of the Lumenos Advisors network, Joel offers resources and guidance for practical strategy, asset ownership, and effective, resilient governance.

Shawn Rose

Shawn Rose

Shawn is the president of Cornerstone Graphic Systems Inc. (1994) and while his formal education lies in Architectural Technology, he has continued his education non-stop, although not always within the field of architecture and building science. His talent and joy lies in bringing together the quirks of his distinct interests into creative integrated solutions.

Relevant Professional Summary

  • 26 years experience in the architectural & engineering drafting disciplines, involved in everything from small residential to large commercial projects, as a team member and as a project leader.
  • 23 years experience as an adult trainer.
  • 5 years as a business and life coach, specializing in sales & marketing, strategic planning and prioritization.


  • Residential & Commercial architectural design & drafting
  • 3D CADD modeling and visualization

Additional Interests:

Shawn is an avid outdoorsman and he has been a Scouts Canada volunteer since 1993. He has held several volunteer leadership positions in the Scouting framework as well as within other local volunteer organizations.

Todd Funk

Todd Funk

Todd is the president of TQC Developments Inc., formed in 2007, although he has been involved in residential and commercial construction since 1997. Since 2015, he has been responsible for two significant ‘new’ builds; the Apple Creek Golf Course Clubhouse, an 18,000 sq.ft. commercial building; and an 11,000 sq.ft. luxury residence with full-size indoor pool in the upscale neighbourhood of Bearspaw, just west of the city of Calgary, Alberta.

He has collaborated closely with Shawn since 2009, bringing his knowledge and expertise in building science, high-quality construction, construction budgeting, and real-world project management to the planning process.

Cam Campbell

Cam Campbell

Cam is the president of Campbell Design in Calgary, Alberta and he’s had a passion for architecture since entering the field in 1977. He is also a graduate from the Architectural Technology program at the Southern Alberta Institute of Technology, and he started his own firm in 1987.

He has had projects featured in several magazines and has won 3 awards for his designs.

These projects have included:

  • inner city re-development projects,
  • small commercial projects,
  • multi-family residential projects,
  • large estate custom homes both in and out of the city,
  • commercial salon build outs for a hair salon business across Canada,
  • writing and enforcing architectural control guidelines for a development project.

His work has taken him across Canada and in the USA.

Collaborating With