Indian Health Service

The Federal Health Program for American Indians and Alaska Natives

DTLL_DUIOLL_06132025.pdf

IHS Advisory Committees, Boards, and Workgroups

• Contract Support Costs Advisory Group (CSCAG)

• Direct Service Tribes Advisory Committee (DSTAC)

• Director’s Workgroup on Improving Purchased/Referred Care (PRC Workgroup)

• Facilities Appropriations Advisory Board (FAAB)

• Information Systems Advisory Committee (ISAC)

• Information Technology Investment Review Board (ITIRB)

• National Tribal Advisory Committee on Behavioral Health (NTAC)

• National Tribal Budget Formulation Workgroup (NTBFWG)

• Tribal Leaders Diabetes Committee (TLDC)

• Tribal Self-Governance Advisory Committee (TSGAC)

"The journey continues!" Miskwaadesi Ikwe

'...The future of the IHS demands bold, innovative transformation that is driven by the leadership of the Tribal Nations we serve. The IHS strategic realignment aims to ensure that AI/AN communities receive the quality of care they deserve, built on the foundation of self-determination, operational excellence, and sustainable financial practices...'

Upon learning of this IHS initiative while at our Summer lodge ceremony at the confluence of the Yellowstone and the Missouri rivers a gathering that was historical having been held this year for the first time in many generations my mind has been a tornado of ideas that has lessened to a soft breeze upon my heart in the realization that if we the people had an avenue to voice at least we'd be able to feel like we've done something. So, my suggestion to realign, rebirth and revitalize IHS comes down to this one thing - customer satisfaction.

From the beginning the IHS letters tone rang like that of a screech from an out of tune electric guitar being played by a two year old. It was addressed to 'tribal leader and urban Indian organization leader' and was void of the out-reach to those that truly mattered - the customer! I'm not sure what Phillp B. Smith was thinking when he digitally signed this correspondence but it reflected that of being non-important, void of insight and lacks holistically healing understanding necessary for our people.

IHS has an 8.2 billion dollar budget in which services fall short for even the basics one would expect of a healthcare network. Common day practices and systems such as online scheduling of appointments, eMR charting and access for the patient and providers, telehealth services, specialty care centers or customer satisfaction ratings are yet to be commonplace in Indian Country.

Mr. Phillip B. Smith, if you find yourself reading this all I ask is for you to consider rolling out a first class customer satisfaction rating system for IHS like the ones that CLTC, Inc. has done for countless providers across the US. This way you can have your finger on the pulse of those you and your organization serves.