Maura The Dancer is Creative Collective facilitated by Maura García.

OUR MISSION

To inspire people to liberate themselves by channeling the sensual rhythms of the natural world.

WHAT WE DO & HOW WE DO IT

We provide impactful Dance, Entertainment, Multimedia Productions, and Workshops.

Dance & Entertainment: Vibrant and captivating, Maura García is a performer who brings creative visions to life by channeling the energy of the sun and earth. She is skilled in multiple dance styles, performing choreography and/or improvisation, with a specialty in rhythm based styles, martial arts fusion and sensual dance.

Multimedia Productions: Multimedia dance performances, interactive dance experiences and community arts projects created by a stellar team of Indigenous and other POC artists and creatives. Our creations uplift Indigenous cultural values, uncover stories hidden by colonialism and unleash the power they have to change our realities.

Workshops: Custom-designed workshops, master classes and residencies taught by Maura García and other Indigenous and POC artists. Through dance, language, music, story and original choreography, participants explore movement as a vehicle for understanding and connecting with the world.

WHERE WE DO IT & FOR WHOM

For performance audiences, community groups, private clients and other creatives via:

OUR VISION

Our work is part of the shared work of liberation.

Our art is one of the sparks that frees people by giving them permission to express their true selves.

Another world is possible. We inspire new ways of seeing the world and solving problems by sharing traditional Indigenous cultural values.

Through our outreach, we heal and create more space for joy and pleasure by connecting people more deeply with themselves, other humans and the earth around them.

GUIDING LIFEWAYS

(the first three are traditional Cherokee values taught to Maura García by Dotsuwa (tsigesv) - the late, great Mr. Benny Smith)

1) ᏕᎦᏓᏎᎳᏗᏍᎨᏍᏗ Degadaseladisgesdi

We uplift one another in all things - with every part of our being - words, songs, dance, art, actions, etc

2) ᏂᎦᏯᎢᏐ ᎦᏚᎩ ᏂᏧᏁᏍᏗ Nigayaiso gadugi nitsunesdi

We have an ongoing continuous spirit of working together in cooperation for the benefit of all.

3) ᎤᎵᏍᎨᏗ ᏕᎦᏓᏰᎷᎵᏎᏍᏗ Ulsgedi degadayelulsesdi

All beings are to be held as sacred and of great importance.

4) We recognize that body sovereignty is one of the values of precolonized southeastern Indigenous societies and that the freedom to consensually share sensual and sexual expressions is one of the foundations of world liberation. (This value was developed through lived experience and research about Maura García’s sexworker ancestors, the power of femme bodies and pre-colonization/non-christian beliefs concerning sexual freedom).

LIFEWAYS IN ACTION

We believe that every interaction with a living being is an opportunity to positively affect the world, so there are infinite opportunities perpetuate these ancestral values and activism. We use them to guide all aspects of our work and actively practice these ways by:

1) Using kind words and loving language in business correspondence, meetings and rehearsals.

2) Uplifting and helping to sustain other Indigenous artists by hiring them, listening to them and sharing resources with them. This is a reciprocal process.

3) Creating opportunities to work in and with communities so that we can all have new and enriching experiences.

4) Using spoken Cherokee language in performances and choreographic patterns in defiance of US policies which attempted to extinguish our languages.

5) Disrupting the settler colonial narrative which erases Indigenous existence, by creating choreography and shows grounded in our values, designs, stories, work patterns and/or movement qualities.

6) Activily defying repressive colonial systems which seek to control our sensual pleasure and body sovereignty, by providing dance performances, art, and experiences that embrace the erotic as a normal and natural part of human existence.

7) Actively respect the living earth through consideration of the affects of performances, the creative process and production on all beings. Using processes that are less harmful, less wasteful and more beneficial to entire ecosystem.

S.W.O.T ANALYSIS

Strengths:

1) ability to pivot and do whatever necessary to keep things afloatversatility of work types/places

2) deep and numerous connections, many untapped, in terms of allies, colleagues, presenters and supporters

3) multiple streams of income

4) versatility of settings where able to work

5) work is/has been offered via personal/professional connections

Weakness:

1) dependence on others subjective opinons (for hiring, awarding ,etc) and/or perceived inability to generate income without being chosen/approved

2) lack of business infrastructure and overall financial planning

3) lack of representation

4) lack of team

5) risk of returning to the “old ways of doing things” and going it alone

Opportunities:

1) angel donor provided funds to contract with professionals for the purpose of consults, grant working, and market research. This increases portential for expansion and lowers risk of burn out.

2) relocation to a new city

3) timing - harnessing recent national recognition in the field as a starting point to reach out to and begin conversations with potential agents, producers, and/or managers

4) timing - harnessing the momentum of the strategic planning process to approach and/or welcome in core/ongoing mission partners and collaborators

5) Lack of scheduled work + recent personal grant when create time and space in schedule for restructuring

Threats:

1) Frequent relocation which can threaten ability to establish roots, community and stability

2) ICE, immigration and travel restrictions, and human rights issues which affect the wellbeing, and//or restrict the movement of my collaborators, or myself, in and out of the “United States”.

3) lack of personal financial stability

4) no scheduled engagements - not “gigged out” for the future

5) unpredictable budget cuts across the arts sector which have unforeseen direct and trickledown affects

STRATEGIC PRIORITIES - People & Timeline

I. Deepen Partnerships: Activate existing community, and develop new alliances, to create meaningful, ongoing pathways for involvement and collaboration.

By the first dark moon after the fall equinox 2025: Maura, MGL, Ahyoka, Gosdayi, Izzy, Monday, Gaylene, Lizz, Duke, Ty, Desteney, Andy, Rachel, Kenneth, organizations/people/venues that have presented the work in the past, organizations that have funded the work in the past, grants/fellowship panelists who have positively reviewed the work in the past, people who have provided testimonials for the work

II. Build Sustainable Creative Infrastructure: Lay the foundation to transform project-based work into a sustainable, values-aligned artistic business.

By the first dark moon after the winter solstice 2025: Maura, MGL, Dancer Resource Transition Center (BC), Izzy, Vivian of CC

III. Grow Reach (Touring + Local Performance): Expand impact, visibility, and income by increasing performance opportunities.

By the first dark moon after the spring equinox 2026: Maura, Izzy

IV. Get Professional Representation & Producing Partners: Expand impact, visibility and income by aligning with the right representation

By the first dark moon after the summer solstice 2026: Maura, Yassin/Kamūn, Neon Entertainment, Courtney, Olivia, Laura G.

V. Grants & Funding: Nurture sustainability and ability to care for team by aligning with the right funding partners

By the first dark moon after the fall equinox 2026: Maura, Lauren, Shelby

STRATEGIC PRIORITIES - Tasks

I. Deepen Partnerships: Activate existing community, and develop new alliances, to create meaningful, ongoing pathways for involvement and collaboration.

1) Identify and map consistent allies, audiences, champions and a partner(s)

2) Reframe collaboration as collective opportunity, not individual burden

3) Invite trusted/qualified colleagues and professionals into the strategic planning process to critique certain aspects of plan

graphic designer to help with a basic website readability review, with a specific focus of suggestions to streamline the EPK pages

4 people to review intent, effectiveness and clarity of mission, vision and “how we work” statements
seek informational interviews with performing arts professionals who have admirable/inspirational careers. Ask questions about their career trajectory and specific actions that resulted in performance opportunities, increased sustainability and relationship/community building

4) Create new partnerships with aligned organizations and collaborators by relocating to a geographic location that has a sizeable Native community with organizations/groups that regularly host public community gatherings (culture nights, story telling events, craft nights, pow-wows, round dances, community garden work shifts, etc) and a viable local dance gig economy, studio residencies, professional level dance classes in relevant styles, and a vibrant local working professional performing artist community (ie community of committed professionals who make their livelihood from their work as performing artists)

investigate, attend and network at local performing arts venues and events that present or feature local paid talent
join (within financial/time capacity) and network at local performing arts/mixed arts councils, societies and/or guilds.
attend and network at professional dance classes in relevant styles
investigate local dance companies. If aligned attend their classes and potentially develop a collaborative relationship

5) Tweak communications to feature engagements as part of a long-term vision, not just individual shows

6) Host and schedule updates that foster transparency and shared purpose

7) Begin informally, yet intentionally, collecting feedback at all public events (immediately following the show/workshop/event) - either via video, audio, and/or by writing down testimonials or quotes

II. Build Sustainable Creative Infrastructure: Lay the foundation to transform project-based work into a sustainable, values-aligned artistic business.

1) Develop a unifying mission and long-term vision that connects all projects

2) Seek targeted advice, input and/or assistance from knowledgeable professionals to set up basic business systems (budgets with overhead, fiscal planning, legal structure, regular check-ins) specifically:

dance business financial planners, entrepreneur financial resource centers or financial counselors who can help facilitate the shift from survival mode to intentional, regenerative planning
work with these helpers to determine what type of support is needed in terms of reporting, communications, and back-end operations

3) Begin building core team and clarifying roles by activating current network of colleagues, personal and professional connections.

discuss current strategic planning work, goals and the types of help desired
be open to suggestions for other individuals and/or organizations to contact as potential team members
clarify and annotate core team roles including but not limited to people in the artistic, financial, representation, production and admin fields.

III. Grow Reach (Touring + Local Performance): Expand impact, visibility, and income by increasing performance opportunities.

1) Contract with someone to search and apply for financially feasible festival performance opportunities (for dancer/entertainer or multimedia productions). They will:

Research the prospective list of festivals (provided by Andy H.) and identify which are still viable and whether or not they accept submissions
Of the vetted festivals, determine which are financially feasible
Create a yearly submission spreadsheet and schedule
Apply/submit to feasible festivals in accordance with the created schedule

2) Search and apply for new, relevant dancer/entertainer audition opportunities and open call concert dance presentation opportunities (for multimedia productions) via:

one paid platform (Backstage)
multiple free platforms with listings (playbill, dance opportunities, seattle dance, etc)
email list announcements (Creative Capital, IPAA, etc)

IV. Get Professional Representation & Producing Partners: Expand impact, visibility and income by aligning with the right representation

1) For Aniwisvsgo’i, EveryBody's Dance, Step This Way, Site-specific commissions and Workshops

search the APAP list for potential booking agent/agency matches, contact them and submit materials and/or request an informational interview
obtain a booking agent(s) for work mentioned above (could potentially be one entity or multiple entities)

2) For sensual work and work deemed adult entertainment

enlist aid of erotic labor colleagues to locate a trustworthy, ethical and efficient individual who is interested in finding and booking gigs on behalf of Maura The Dancer
begin meetings with candidate(s) and contract with someone on a percentage cut basis

3) For Hawinaditlv, Hey Google! and Lessons of Erotic Labor

research the CIPA and SPA lists for potentially aligned producers
sign up for preliminary free consultations with aligned producers
begin conversations with and begin working with an aligned producer (individual or individuals) and/or producing organization(s)

4) Upon relocation, investigate potential local commercial production companies and if feasible sign with them (for Dancer & Entertainer engagements and workshop engagements)

5) For “Maura The Dancer” overall trajectory

search the APAP list for potential manager matches, contact them and submit materials and/or request an informational interview
decide whether or not a manager is wanted and/or necessary
if of value to the furtherance of the mission, obtain a manager

V. Grants & Funding: Nurture sustainability and ability to care for team by aligning with the right funding partners

1) Contract with someone to research, locate and schedule grant funding opportunities in accordance with mission, values, the different areas or work of Maura The Dancer and/or specific multimedia productions.

2) Work with contracted grant researcher to apply for scheduled grants

3) When awarded, contract with an meticulous admin assistant to create contracts, manage any required grant data, complete or assist with grant reporting and other administrative tasks related to the fiscal and/or project-related activities of the grant

STAKEHOLDERS