Candidate Q&A: Angela Miedema
1. What motivated you to apply for a position on our board, and what unique perspective or skills do you believe you bring to our organization?
My motivation for applying to the board of directors for the National Animal Control Association comes from a strong desire to further the development and learning opportunities for animal control officers, while highlighting the vital work that enforcement teams perform nationwide. Having worked in animal welfare for over 15 years—starting as a kennel technician, veterinary assistant, animal control officer, kennel manager, animal behaviorist, mounted police officer, and now Director—I bring a unique, well-rounded perspective to the field. I've seen firsthand the multi-faceted challenges faced in our profession,particularly in enforcement.
What sets NACA apart is its unwavering focus on animal control enforcement, something that’s becoming rare in many animal welfare organizations today. My goal is to ensure that we continue prioritizing development and training opportunities for animal control officers, while recognizing the critical role animal sheltering plays. However, there are already abundant resources directed toward sheltering, and we must not lose focus on supporting the enforcement side of animal welfare.
I have witnessed the disparities in training between animal control officers and other enforcement professionals, and I’m confident that we can further enhance officer preparedness with additional safety training and resources. With my master’s in business administration and expertise in digital marketing strategies, I can not only contribute to improving officer training and education but also help bridge the gap in the public’s understanding of what we do. It’s crucial to shift the outdated “dogcatcher” perception and elevate the status of animal control officers through public awareness and professional standards.
As a candidate for the NACA board, I would draw on my comprehensive experience in enforcement, sheltering operations, animal behavior, and more to elevate the profession. My proven success in expanding services in both urban and rural areas, fostering collaboration, and implementing best practices uniquely positions me to bring fresh insights and a strong commitment to advancing the goals of NACA.
2. What do you see as the biggest challenges facing animal care and control today, and how would you use your position on the board to address these challenges?
One of the most pressing challenges in animal care and control today is the overwhelming number of high-needs animals entering shelters, particularly large dogs. This is largely driven by housing restrictions in many communities, where pet owners are often forced to surrender their animals due to size or breed limitations. As a result, shelters are increasingly filled with large dogs that face barriers to adoption. Compounding this issue is the behavioral condition of many intakes. The pressure to meet the "no-kill" standard, which sets a 90% live release rate, is difficult to achieve when animals display serious behavioral concerns, and the resources to address these are limited. Many communities lack certified professional dog trainers and behaviorists, and much of the critical socialization period for dogs occurs before 16 weeks of age, leaving older animals with fewer pathways to successful placement.
As a Certified Professional Dog Trainer (CPDT-KA) and a Director with an MBA focused on digital marketing strategy, I am prepared to bring innovative solutions to these challenges. My experience as the first full-time animal behaviorist for Orange County Animal Services in Orlando, FL, gave me the opportunity to develop behavioral pathways for dogs with serious concerns, ensuring more successful adoptions. In addition, I have demonstrated the power of digital tools to improve placement outcomes. For example, after joining Volusia County, I created a feature video for a contracted partner’s longest resident—a dog with severe behavioral issues who had been in the shelter for over 400 days. By leveraging social media and strategic marketing, we successfully placed the dog within two days of posting the video, and it continues to thrive in its new home.
As a board member of the National Animal Control Association, I would work to expand behavioral resources for officers and shelters, as well as enhance the use of digital marketing and social media to address the barriers to adoption that many high-needs animals face. My expertise in both animal behavior and innovative digital strategies positions me to contribute meaningfully to the board’s mission, advancing best practices and supporting the success of animal control officers nationwide. I am eager to bring these solutions to the NACA and help shape the future of animal care and control through informed leadership and collaboration.
3. How do you plan to engage with our stakeholders—such as NACA members, partner organizations, and local governments—to build support for our initiatives and goals?
To effectively engage with stakeholders—NACA members, partner organizations, and local governments—it’s essential to prioritize clear communication, collaboration, and shared accountability. My approach will focus on three key strategies: fostering relationships, leveraging digital outreach, and driving community-based engagement.
First, I plan to strengthen relationships with NACA members by maintaining open lines of communication. Regular, transparent dialogue through webinars, virtual town halls, and feedback sessions will ensure that members feel heard and actively involved in shaping the direction of our initiatives. I will work to establish a structured feedback loop that allows members to provide insights on training, enforcement, and animal welfare practices, and then incorporate those insights into NACA’s strategic goals.
Second, leveraging my expertise in digital marketing strategy, I will enhance our digital outreach to increase awareness and engagement. By creating targeted campaigns that highlight NACA's impact, we can broaden our reach to local governments and partner organizations. I’ve witnessed firsthand the power of digital tools—through social media and other online platforms—to engage the public and stakeholders alike. For example, in my role as Director of Volusia County Animal Services, I utilized digital campaigns to address specific challenges, such as long-term animal placements. Similar strategies can be used to amplify NACA’s voice, showcase the value of our enforcement teams, and create momentum behind key initiatives.
Finally, collaboration with local governments and partner organizations is essential for building strong coalitions of support. As someone who has expanded services across both urban and rural environments, I understand the importance of tailored engagement. I will advocate for proactive partnerships that involve local governments in shaping policies that align with NACA’s enforcement and welfare goals, while also emphasizing the need for continued training and development for animal control officers. By fostering joint initiatives and sharing resources with partner organizations, we can collectively work toward improving standards in animal welfare and enforcement, with a shared vision that benefits all.
In summary, I plan to engage with stakeholders through a blend of consistent communication, strategic digital outreach, and collaborative partnerships to ensure that NACA's goals are fully supported, understood, and embraced across all levels.
4. What is one innovative idea or initiative you would like to propose to the board to help improve our impact or reach? How would you envision implementing it?
One innovative initiative I would propose to the NACA board is the development of a Cross-Training Program between Animal Control Officers and Police Law Enforcement. This initiative aims to bridge the gap in training that animal control officers receive in comparison to traditional law enforcement, while also providing police officers with essential knowledge on animal welfare and handling.
Animal control officers are frequently involved in high-stakes, enforcement-related situations that require the same level of preparedness and safety training as law enforcement. By developing a cross-training program, we can ensure animal control officers receive the additional tactical training, such as de-escalation techniques, defensive tactics, and response protocols that police officers are accustomed to. In return, police officers would benefit from specialized training on animal behavior, handling techniques, and the legal aspects of animal welfare, allowing them to respond more effectively to incidents involving animals where many times an animal control officer may not be as quick to respond due to the differences in team sizes.
This initiative would be mutually beneficial:
- For animal control officers, it would elevate their enforcement capabilities, improve officer safety, and enhance the public perception of their role.
- For law enforcement, it would equip them with critical knowledge to safely and humanely handle situations involving animals prior the animal control officer’s arrival, reducing the likelihood of harm to both the officers and animals.
To implement this, I would advocate for collaboration with police training academies and law enforcement agencies to develop joint workshops, simulations, and scenario-based exercises. Ideally, official recognition and endorsement from state-level law enforcement agencies would be sought to promote the training as a basic tool for officer safety. Additionally, online modules could be integrated into existing training platforms to make the program scalable and accessible nationwide.
This cross-training initiative would strengthen partnerships between animal control and law enforcement, promote more efficient responses in the field, and ensure that both animal control and police officers have the skills needed to keep both animals and communities safe.