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VAs Office of Information Technology Reports Eight-Hour Weekly Productivity Gains from AI
At the IBM Think Gov 2026 conference on June 9, Richelle Gibson, deputy director of the VA’s Office of Strategic Initiatives, reported that the Department of Veterans Affairs’ Office of Information and Technology (OIT) is realizing significant productivity gains from artificial intelligence (AI) tools. Employees in the OIT are saving an average of eight hours per week on software‑development tasks, freeing staff to focus on higher‑value work.
Gibson said the department is deploying AI and automation across several core functions, including software development, benefits processing, and healthcare delivery. She highlighted that the OIT’s use of AI is part of a broader effort to modernize the agency and improve services for veterans.
In the Veterans Benefits Administration, automated mail processing and AI‑enabled data extraction have shortened claim timelines dramatically. Gibson noted that a claim that once sat in a physical box for months now moves through the system in days, and simple decisions can be made within hours, providing a markedly faster experience for veterans.
The same technology has cut the cycle time for pension claims for survivors. Gibson said the VA has reduced the average claim cycle by 100 days, bringing the processing time from roughly 160 days to under 60 days.
Within the Veterans Health Administration, more than 9,000 providers are using an ambient scribe, an AI‑powered note‑taking tool that records clinician interactions in real time. Gibson explained that the scribe allows providers to keep their attention on the veteran while the system captures documentation, improving workflow efficiency.
Gibson emphasized that the VA’s AI strategy is layered. It includes improving data governance and quality, establishing AI policies, and increasing workforce literacy around automation and AI. She added that the agency examines business processes before deploying technology, often re‑engineering workflows to achieve better outcomes.
The VA’s approach reflects the department’s broader mission. As a cabinet‑level agency that administers healthcare, benefits, and burial services to more than 9 million veterans and their families, the VA has long sought ways to increase efficiency and reduce administrative burden. AI and automation are being used to meet that goal.
While the department reports measurable gains, Gibson cautioned that other agencies should not expect the same results by simply overlaying AI onto existing processes. She said that a thorough assessment of underlying workflows is essential for successful implementation.
The VA’s experience demonstrates that AI can deliver tangible productivity improvements when paired with process redesign and governance. As the department continues to expand its AI portfolio, it will likely report additional metrics on cost savings, service speed, and veteran satisfaction in upcoming briefings.
Gibson said the department is deploying AI and automation across several core functions, including software development, benefits processing, and healthcare delivery. She highlighted that the OIT’s use of AI is part of a broader effort to modernize the agency and improve services for veterans.
In the Veterans Benefits Administration, automated mail processing and AI‑enabled data extraction have shortened claim timelines dramatically. Gibson noted that a claim that once sat in a physical box for months now moves through the system in days, and simple decisions can be made within hours, providing a markedly faster experience for veterans.
The same technology has cut the cycle time for pension claims for survivors. Gibson said the VA has reduced the average claim cycle by 100 days, bringing the processing time from roughly 160 days to under 60 days.
Within the Veterans Health Administration, more than 9,000 providers are using an ambient scribe, an AI‑powered note‑taking tool that records clinician interactions in real time. Gibson explained that the scribe allows providers to keep their attention on the veteran while the system captures documentation, improving workflow efficiency.
Gibson emphasized that the VA’s AI strategy is layered. It includes improving data governance and quality, establishing AI policies, and increasing workforce literacy around automation and AI. She added that the agency examines business processes before deploying technology, often re‑engineering workflows to achieve better outcomes.
The VA’s approach reflects the department’s broader mission. As a cabinet‑level agency that administers healthcare, benefits, and burial services to more than 9 million veterans and their families, the VA has long sought ways to increase efficiency and reduce administrative burden. AI and automation are being used to meet that goal.
While the department reports measurable gains, Gibson cautioned that other agencies should not expect the same results by simply overlaying AI onto existing processes. She said that a thorough assessment of underlying workflows is essential for successful implementation.
The VA’s experience demonstrates that AI can deliver tangible productivity improvements when paired with process redesign and governance. As the department continues to expand its AI portfolio, it will likely report additional metrics on cost savings, service speed, and veteran satisfaction in upcoming briefings.
