I was pleased to have a talk accepted at the annual UCISA Women in Tech (WiT) conference. I went to Newcastle for a day of talks, workshops and networking. I left with a better understanding of the WiT community , and a reinforced appreciation of the need for inclusivity in Higher Education.    

UCISA is an industry body supporting digital professionals working in the education sector. I have been actively involved in UCISA since 2022 when I helped set up the UCISA UX Group and became co-chair of this UK-wide community of practice. I’ve organised many UCISA UX events but had not attended one of UCISA’s flagship annual conferences, the Women in Tech event, until this year. My presentation about our project on staff profiles resonated with attendees, I learned a lot about diversity and representation in the sector from attending the other talks and I enjoyed connecting with other Higher Education professionals over shared inclusivity challenges. Here, I reflect on my highlights from an interesting day.

Sharing our staff profiles work piqued interest from other universities

As well as the clear focus on inclusivity, one of the themes of this year’s WiT was real-world applications and problem-solving. I felt our staff profiles project spoke to this theme, so I submitted a talk to share what we learned from research and the steps we have taken towards finding a new profiles solution.

My session was well received – perhaps unsurprisingly, colleagues from other institutions shared the same concerns and challenges in designing a profile solution that showcases staff in the best light, keeps them findable in searches, and yet remains easy for staff to update. I valued the chance to make new contacts, exchange ideas, and learn about other institutions’ diverse approaches to the ‘profiles problem’. I resolved to stay in touch as we take steps towards implementing a profiles solution at the University, recognising just how universal this need is across the Higher Education sector, and seeing an opportunity for meaningful collaboration.

Read more about the staff profiles project in the blog post series:

Collected blog posts about staff profiles project

Results of a 2025 WiT survey revealed risks and opportunities

One of the core activities of the UCISA WiT committee is to regularly collect data to understand diversity within IT departments across the FE/HE sector. At the conference, WiT committee co-chairs Christi Hopkinson and Katie Wilde shared a preview of the results of the 2025 survey, completed by more than 200 respondents from 66 institutions, with 74.5% of the respondents identifying as female. Several findings stood out from the preliminary report in terms of risks and opportunities.

There’s a risk of retention due to barriers to progression

Responses to a question about progression routes revealed significant proportions of respondents had started in IT in the following areas:

• First/Second Line Support
• Application Support
• Business Analysis
• Project Management
• Web Development

Responses to a follow-up question about the roles respondents were currently working in showed continued representation in these areas, which indicated a degree of stasis when it came to progression in the sector. Areas where women were underrepresented included:

• Infrastructure
• Security
• Enterprise Architecture
• Senior Management.

The survey results showed a third of respondents had considered leaving their institutions or the sector, citing pay, workload and progression as popular reasons motivating them to think about moving on. Common blockers to progression included:

• Lack of available higher-grade roles
• Promotion structures tied only to management, not technical excellence
• Career pathways not transparent
• Women having to ‘prove more’ to progress

There’s potential to be gained by investing in non-technical skills

Most respondents cited the following skills as important for the roles they were currently in as well as for progression:

• Problem solving
• Communication
• Analytical skills
• Customer service
• Business analysis
• Strategic thinking

This spread of skills reinforced the value of focusing training and development on non-technical abilities to complement technical skills, and to ensure expertise was appropriately directed to deliver on broader institutional goals.

There’s room to improve on diversity, inclusion and discrimination

Responses to questions about inclusion and belonging revealed positives and negatives about the workplace respondents were part of.

On the positive side:

• 79% felt valued as part of a team
• 67% felt they were treated fairly and equitably

On the less-positive side:

• Only 34% felt the leadership reflected diversity in the workforce
• 41% felt there were opportunities for careers advancement
• 46% felt their organisation supported under-represented groups
• 47% were satisfied with their organisation’s diversity initiatives

The spread of these numbers provided a clear steer of areas to focus on to achieve less exclusive, and better-balanced IT workplace.

Achieving inclusivity starts with individuals and requires thinking beyond statistics

The survey data gave a snapshot of the current state of inclusivity in the sector, however, anecdotes from individual presenters painted a more vivid picture of what inclusivity could look like. The WiT programme included several women sharing stories of their induction into tech and reflecting on their individual progression routes. It was refreshing to see the diversity of pathways they had taken and interesting to hear about what they had learned along the way, and their tips for success.

Monica Jones, Chief Data Officer at the University of Leeds acknowledged that career progression paths rarely run smoothly, and advised setting personal goals and milestones to work towards, to be best-prepared for promotion opportunities when these came up. Julia Lloyd, College Manager – Business and Law, at the University of the West of England, emphasised the benefits of ‘quiet leadership’ and shared tips to create space for different voices – such as thoughtful structuring of meetings, design of communication channels and rewarding contributions over confidence. A joint talk ‘The Not-So IT Crowd’ from Catriona Blair, Joanna Addison and Sasha Titus from the University of Kent, and a session by Amber Mothersille from the University of Northampton emphasised the value of non-technical skills in technical roles – recognising the need for empathy, trust-building and adaptability to strengthen teams and build excellent digital services.

Breaking barriers requires breaking old biases and habits

A final takeaway from attending the WiT event was a call-to-action to question the way we work – specifically to foster inclusivity by making room for new ways of thinking and for fresh perspectives.

In an interactive exercise led by Katie Wilde, we considered five roles necessary for the operation of successful teams (the Navigator, the Connector, the Builder, the Challenger). In a period of honest reflection, we shared the roles we naturally adopted in team settings, and the roles we tended to overlook or disregard. Going through this exercise was a good leveller as well as a reminder to make room for diversity in everyday team settings instead of relying on familiarity.

The day closed with a thought-provoking talk on male fragility, delivered by Jake Dovey, a UCISA mentor. Drawing on personal anecdotes experienced through his involvement with UCISA, Jake’s talk described instances where men had overreacted defensively to being challenged and where women had inadvertently softened situations to avoid potential conflict and ‘keep the peace’. Jake challenged the women in the room to recognise these instances going forward, and prompted a call-to-action for all to recognise these harmful patterns and call them out to collectively help break the disruptive cycle.

Final thoughts – WiT26 was less about women and more about inclusivity

WiT26 delivered a packed programme which encouraged me to think outside my work in UX and more broadly about the joint responsibilities we all have in creating and fostering an inclusive work environment. I came away with recommendations of books to read and concepts to learn more about, and a heightened awareness of embedding inclusive practices in my day-to-day work and activities. I am keen to see the full results of the WiT 2025 survey and to remain part of the WiT community going forward.

 

Working in information technology, I have been aware of ITIL for a while but had never formally studied it. I attended a three-day training course and passed the ITIL Foundation exam. Here, I share my reflections and my review of ITIL.

ITIL (Information Technology Infrastructure Library) originated in the 1980s, developed by an agency of the UK government as a way to standardise IT service management practices. It’s now owned by AXELOS and used globally across a range of industries, including Higher Education. The University of Edinburgh uses ITIL to structure aspects of organisational governance as well as many of its processes. I was curious to learn about ITIL as I felt it would help me make sense of the way some things work within ISG.

Read more about ITIL:

ITIL website

I studied the ITIL 4 Foundation course, which covers concepts like the Service Value System, value co-creation between provider and consumer, the four dimensions of service management, guiding principles, and key ITIL practices like the service desk, service request management, incident management and change management. Going through the course and completing the exam, I came away with several reflections about ITIL and its application to modern digital services.

First rule of ITIL: It’s not supposed to just be about IT (but it mainly is)

For a discipline with IT in its title, it was surprising to learn that ITIL is actually intended as a more generic service management framework, supposed to be applicable to non-technical as well as technical services. ITIL’s IT roots were clear, however, as many of the examples intended to ground the abstract concepts related to management of very traditional technical services, and it was hard to visualise practices like deployment management applied to non-technical realms. Conversely, it was difficult to visualise ITIL flexing to be applicable to the management of emergent technical services, such as machine or AI-based services with rapidly evolving operating models.

Service dominant logic, continuous improvement and systems thinking were familiar

Many of the ITIL artefacts are expressions of service value, based on a fundamental concept that value from a service can only come if it is co-created. In other words, if a service is not used, it cannot create value (no matter how good it is). I’d previously learned about Service Dominant Logic, (described in 2004 as a marketing concept by Stephen Vargo and Robert Lusch), so it was interesting to make the connection between these two disciplines. Whereas Vargo, Lusch and others focus on value dimensions, and the interplay between operand and operant resources, however, ITIL delineated service value through models like the Service Value System and the Service Value Chain.

Continuous improvement was another key ITIL focus, but guided by artefacts like Service Level Agreements and practices like Service Request Management, and motivated by efficiency and compliance focused targets rather than user-focused improvement drivers like UX or CX.

Systems thinking was another thread running through ITIL, however, it seemed limited in its use to describe sequences of inputs and output from different activities in value streams – without inclusion of Soft Systems Methodology (described by Peter Checkland in 1989), universally useful as a way to diagnose problems.

ITIL’s terminology tended to overwhelm the logic and the purpose

Naming things is hard and changing the names of things can lead to even more confusion. When it came to the words used in ITIL, it seemed that those who developed ITIL had thought long and hard about what to call the models, processes, practices and so on. For the uninitiated coming to ITIL fresh, however, it was natural to question why things were named in certain ways and to forget and mix up the terms, as well as question the absence of certain concepts. There seemed little scope to mould the rigid ITIL glossary to real-life scenarios, instead it seemed at risk of institutions trying to fit ITIL rather than the other way around.

Considering this conundrum, I was reminded of work I began a while ago to reduce jargon in Drupal, and of my ongoing work to shape the Web Sustainability Guidelines to be universally applicable. In both instances I had learned of the difficulty in choosing the right words and phrases to meaningfully describe abstract concepts, and therefore could appreciate the length of time it could take small changes to take effect in such a well-established standardisation mechanism as ITIL.

Read about my work on Drupalisms in this blog post:

De-jargoning Drupal – working with the community to open up Drupal’s terminology

Read about my work on the W3C Web Sustainability Guidelines in this blog post:

Shaping the future of the sustainable web: The advent and development of the W3C Web Sustainability Guidelines

 

Hiya! I’m Grace, and I’m studying astrophysics and I’m going into my 3^rd year. I’m the web registry development intern and I started over the Summer of 2026. This Summer I’ll be working with LittleForrest, utilising the data it pulls about the University’s web estate, and using its APIs to present data to staff members at the University. I’ll also be training AI to test how accessible websites in the web estate are. Both these projects allow me to engage in topics that I’m really passionate about; digital accessibility and succinct data presentation. But more importantly, they both make me pick up lots of new skills!

First Impressions

My first day I didn’t really know what to expect, I knew I’d be working with data, but this would be the first time I’d be working with an institution as large and respected as The University of Edinburgh. I was armed with an EliteBook and a sparkly new lanyard, and was briefed on my projects.

Almost three weeks in and I’ve got into a good rhythm, it was quite a learning curve. Fortunately, I’ve evolved from nodding sagely in meetings as I try to google what all the acronyms mean to now contributing confidently! Aside from the technical skills I will be picking up, I’m really keen to improve my public speaking skills, which is something my friendly line manager—Stratos—has really encouraged and given me opportunities to do this!

Officially, my title is a “Web Registry Development Intern” which, while correct, can be a bit vague when I introduce myself and doesn’t fully explain what I do day to day. Luckily, you are reading my blog.

What I actually do

During the coming months my time will be split between two projects.

Web Registry Development

The University has a massive web estate, which I’m sure every student is vaguely aware of but I didn’t realise just how much fell under the University’s purview, and the diversity of websites. Lots of people are—rightfully—utilising what the University has to offer, but pulling their own website statistics from a massive array of data from an application like “LittleForrest” can be unintuitive. LittleForrest is a web governance tool i.e., it parses through all the websites the University is responsible for and deciphers who owns it, when it was created, and other properties.

My task is to create something that can wrangle the unruly web estate and present it cleanly, effectively, and succinctly to technical and non-technical audiences (emphasis on the non-technical). This would be presented in a dashboard that allows a login so users can see what is relevant to them, while also allowing filtering, so staff at the University can easily measure the performance of their websites. I am keen to give back to the University community while doing some concise data presentation and make the dashboard as seamless as possible.

AI Supported Accessibility Reporting

My second project doesn’t necessarily fall under the title of a “Web Registry Intern”, and is a project Stratos introduced after I waxed poetic about digital accessibility during my interview. The University has an AI platform called ELM, and I’ll be working closely with it to prompt it to test websites to see if they adhere to WCAG guidelines and aid in the reporting process. If all goes to plan, AI will be able to reliably evaluate how accessible a website is, and report its findings.

WCAG, Web Content Accessibility Guidelines, is a set of criteria that websites have to meet in order to meet accessibility requirements, and often a website is assessed (mostly manually) and the findings are compiled into a report. This can later be compiled into an accessibility statement.

Working with AI is a lot of iterating prompts as each new response paves the way for a new error. Figuring out how to reword a thought process that is very instinctive for humans into something digestible for AI forces me to think creatively, and I’m really enjoying the freedom I’m given. I had a surface-level grasp of digital accessibility, as I had previously tried to implement WCAG guidelines in my own personal website, but talking with people who really know what they’re talking about made me realise how frequently websites aren’t accessible.

When I was receiving training there where many examples where obvious accessibility violations were completely overlooked by reputable websites, so I’m really glad I get to work on something really important and that clearly deserves more awareness.

My Takeaways

Everyone I’ve interacted with has given me ample opportunity to be curious, I’m being introduced to many new ways of thinking so being able to badger someone with questions without judgement has been really encouraging. I’ve got two really engaging projects that are going to keep my busy this summer and I’m excited to see what I can do by August. The University hires lots of interns each year, and it’s definitely an intern-friendly environment.

It’s clear this internship is not just about what you can do for the University, but what the University can do for you.

 

 

 

 

 

 

Drupal In A Day (DIAD) is an in-person training event, designed as a beginner-friendly hands-on introduction to Drupal, the open-source content management system. When the University hosted DIAD, several of the UX team took the chance to attend.

As content management systems go, Drupal is one of the mainstays. It’s been around for 25 years and is particularly famed for its robustness, reliability and flexibility – so much so it’s trusted to power websites of enterprises, governments and higher education institutions around the world. It’s open-source so there’s no proprietary lock-in – the functionality, features and innovation available in Drupal comes from a thriving worldwide community of contributors – as individuals, agencies and organisations.

One of the best places to learn about what Drupal is, what it stands for and what it aims to achieve is the blog site of its founder, Dries Buytaert.

Dries Buytaert blog

In 2025, Hilmar Kári Hallbjörnsson taught the first Drupal In A Day on the final day of DrupalCon Vienna.  Hilmar had been teaching Drupal to students at the universities of Reykavik and Iceland for many years and felt strongly that teaching Drupal to new generations, to inform them of its capabilities, and to inspire them of its potential was something the Drupal community needed, as a way to nurture the longevity and sustain the future of Drupal. Through a tremendous effort, he made the first Drupal In A Day happen in Vienna in October 2025. It was very well-received, successfully establishing the Drupal In A Day format going forward.

Read more about the first Drupal In A Day in Hilmar’s blog post from 2025

Drupal in a Day: Vienna 

Hilmar travelled to Edinburgh to deliver Drupal In A Day with our own Web Development Team Manager, Gareth Alexander at the start of June 2026.  Nick (Senior Content Designer), Shlok (AI and UX Innovation Intern) and Hannah (Digital Content Style Guide Intern) from the UX team signed up for the event along with other LTW interns and staff from the wider University with an interest in learning about Drupal. Here, they reflect on their experiences of the day.

Nick’s reflections 

I attended this training to bring my understanding of Drupal up to date. The last time I set up a Drupal site was in the early 2010s, and a lot has changed since then. With Drupal providing the backbone to EdWeb 2, I wanted to get to grips with some of the terminology and concepts that underpin conversations within our team about what our central CMS can do. 

I was particularly interested to learn more about Drupal CMS, a new service that helps you set up a Drupal site more quickly and with less need for technical understanding. 

After getting the required software set up on my laptop (thanks Kirsten), I clicked along with Hilmar and Gareth as they walked us through the various sections of Drupal CMS. We worked through steps to create a new content type and we created different Views to display the same content. We tweaked image formats. We also learned how to attach tags to a piece of content and how these tags can act as a filter for overview pages. 

By the end of the day, I hadn’t suddenly become a Drupal expert. But I did have a better understanding of how EdWeb 2 works behind the scenes. In particular, I felt like I knew more about how EdWeb 2 takes the content you enter when you create a page and presents this in different ways elsewhere on a site. 

Alongside that, I would now feel more confident in setting up a new Drupal CMS site, and I now have a better understanding of what this system offers in comparison to other ways of operating a website. 

Finally, the day gave me a better sense of how the community aspect of Drupal is central to how this project keeps going. Hilmar and Gareth emphasised that there are various events in the calendar where people working with Drupal can meet up and collaborate. That’s a powerful message: that anyone is invited to learn more, become part of the community and contribute to how this system works. 

Shlok’s reflections

Before starting my internship, Drupal was a completely new concept to me. I did not really know what a content management system was, how Drupal worked, or why it was used by universities and other large organisations. Because of that, Drupal In A Day was a really useful introduction for me. 

I thought the format worked well because going through everything in one day helped keep a flow of information. It was quite intense and sometimes fast-paced, but that also meant we were able to cover a lot of concepts in a short amount of time. I would say I was able to follow around 70% of the session, which felt like a good start considering Drupal was completely new to me. 

One of the parts I found most useful was the introduction to Drupal itself. It helped me understand what Drupal is, what a CMS is, and why the University uses it. I learnt that Drupal is valued because it is stable, secure, flexible and open source, which makes it suitable for large and complex websites like those used by universities. This helped me understand why Drupal is still used by many major institutions. 

I also found it interesting to learn about the Drupal community and the different ways people can work with Drupal. Before the session, I assumed Drupal was mainly for developers. However, I learnt that people can build careers around Drupal in different ways. Some roles involve coding and development, while others focus more on design, content, user experience, training or project work. That helped me see Drupal as more than just a technical platform. 

One point that really stood out to me was when we were told that Drupal has a steep learning curve at the start. This was useful to hear because it made the difficulties I was facing feel expected. Since many people find Drupal challenging in the beginning, it was reassuring to know that not understanding everything straight away was normal. It made me feel more comfortable continuing to learn. 

During the practical parts of the day, I learnt about some of the basic Drupal features, such as creating and managing content pages. At first, this was quite confusing because the concepts were new to me. However, as the day went on, I started to become more comfortable with the terminology and the way Drupal is structured. 

Another part that I found very helpful was the follow-up assignment where we had to build something from scratch. After learning so much in one day, I think it was important to have a task that allowed us to apply what we had learnt. It helped me consolidate my knowledge, see which parts I had not fully understood during the session, and become more comfortable with Drupal before starting work on my internship prototypes. 

One thing I would have liked to learn more about was the command line and the use of terminal commands. We touched on some setup and development processes, but I think spending more time on what the commands do and how they fit into the Drupal workflow would have helped me. I would also have liked to learn more about the coding side of Drupal, especially how to build custom Drupal modules. This is particularly relevant to my internship because my work is focused on AI and innovation within Drupal. 

If I could suggest one change, it would be to make Drupal In A Day into a two-day or three-day format. The first day could stay mostly the same, giving everyone a broad introduction to Drupal. The second day could be a slower guided session where participants build something with support from the instructors, similar to the assignment we were given afterwards. A third optional day could focus more on coding and custom module development for those who want to explore the technical side further. 

Hannah’s reflections 

I signed up for the Drupal in a Day training with very little knowledge of the CMS beyond working with existing EdWeb 2 sites, such as when creating prototypes of Style Guide pages or writing blog posts. So, I was interested in increasing my knowledge of Drupal as well as gaining the ability to build a site. Before the training began, I was unsure how well I would follow the instructions as a beginner, but Hilmar, Gareth, and all of the members of the Drupal community who were present at the training were extremely helpful, informative, and patient when it came to giving assistance at points where I was confused or behind. 

Once I had overcome a technical error with my laptop and decided to use Drupal Forge, I was able to follow along with the instructions being provided and replicate the Artist biography pages that Hilmar and Gareth were demonstrating. The course was fast-paced and detailed, and while maintaining this pace was a challenge, it made the course engaging and the product of the day felt like a genuine accomplishment. 

With the knowledge that I gained throughout the training, I feel that I have a strong foundation that will allow me to continue to develop my skills in building a Drupal site further in the future. In particular, I think the example site that we were creating during the training was incredibly useful in that it allowed us to try out several different aspects of building a site with Drupal, such as different content types, tags, and images, as well as exploring some different design options as well. 

I was impressed to learn about how community centred Drupal is, and that contributions and developments to Drupal are made by users and members of the community. Gareth and Hilmar’s explanations of how this works really helped me to understand why Drupal is as adaptive and intuitive as it is (such as in its security and bug fixes), which is that these developments are a direct result of user experience. Furthermore, Gareth and Hilmar also emphasised the flexibility of Drupal, due to the ability to install ‘recipes’ that customise the functionality of sites that you are building. 

Overall, I think Drupal in a Day was an extremely useful and practical training session that has equipped me with the skills to build a basic site and further develop these skills whenever I have the chance.  

Emma’s reflections

When it comes to Drupal, I am largely self-taught – pretty much everything I know has been gleaned from reading, attending/watching sessions from Drupal events, and (predominately) pestering people in-the-know with my questions. When Drupal In A Day came to the University, I pondered whether I should attend. I’ve contributed to the community since 2022. I’m on the Drupal leadership team. Surely I should know Drupal by now? I took a split second to reflect and realise that you never fully know Drupal. There’s always something new to learn, something to challenge what you thought you understood, or something to clarify an area you weren’t quite sure about. Conscious of not taking a space away from a complete Drupal beginner, I opted to sit in on the event, to follow along, while working on other things.

The day combined practical exercises with general Drupal knowledge. Hilmar and Gareth began with the basics, covering key parts of the process to get started and familiarise with Drupal – like setting up DDEV, using Drupalforge and creating a Drupal.org profile. As the day went on, it was great to see quick progression to experiment with some of Drupal’s flagship modules, especially Drupal Views which holds huge power for presenting and displaying structured content in a range of adaptive ways.

Drupal CMS, Drupal’s low-code product provided the playground for learners. Having worked on Drupal CMS since it began, I found it heartening to see it being used to introduce Drupal to new audiences, to help them learn what Drupal has to offer and to help them start ideating on how they might use it. Adopting a UX perspective, I tuned into comments from fellow attendees about Drupal CMS, noting observations to follow up and logging areas for UX improvement to carry forward in my ongoing Drupal UX contributions.

Reflecting on the day as a whole, it helped attendees achieve what is often the hardest thing about Drupal: Getting started. All too often people new to Drupal can find it overwhelming, and they find when everything is possible it’s hard to choose a direction. Drupal In A Day sets learners on a path to start discovering Drupal and making it their own, in other words, planting a seed from which the community can continue to grow.

In our May Content Improvement Club session, we focused on how to run a usability test. We ran through the basics of putting a script together, watched a clip from a test and had a go at prioritising some issues.

Two problems for people working with content

We started this session by outlining two problems for people working with content.

We don’t see people using our websites

The first problem is that we don’t typically see people using the things we create. We build a website based on our best assumptions of what our users need and how we think they will interact with it. Then at some point in the future, someone uses the site. They might find it easy to use. They might find it difficult. But we don’t know, because we don’t get to see.

It’s hard to self-assess our own website

The second problem is that it’s hard to self-assess a website that we’re already familiar with. When we look at the site, we bring our understanding of the structure and the context it sits in. We know what the acronyms mean. We know where to find the contact form. We know where the links go.

This isn’t necessarily the case for a user coming to the site for the first time.

Here’s Steve Krug, author of Rocket Surgery Made Easy:

“If you’re building something, you’re not going to be able to see where it’s going to confuse people. It’s not going to confuse you. You know too much about it.”​

Steve Krug interviewed on the Brave UX podcast

This is sometimes known as the ‘curse of knowledge’. Erika Hall, author of Just Enough Research, explains:

Whenever we learn things, we forget what it’s like not to know those things. […] The more you know, the more you expect other people to know. And if you become a real expert in a topic, forget it.

Erika Hall writing in the Mule Design Studio newsletter: Don’t chicken out about talking to people

Usability testing is a way of addressing these problems. It gives us a chance to see what it’s like for someone visiting our site for the first time and it counteracts the curse of knowledge. That gives us valuable insight into where a design is working and where it isn’t.

A quick definition of usability

Before we go any further, a quick word about what we mean by ‘usability’.

In short, usability refers to how easy, effective and satisfying something is to use.​

The cover of Don Norman’s book ‘The Design of Everyday Things’ features a coffeepot with a spout and handle on the same side. This would score poorly in a usability test as it wouldn’t be easy, effective or satisfying to use.

ISO definition

There’s also an international standard (ISO 9241-11) definition of usability:​

“The extent to which a product can be used by specified users to achieve specified goals with effectiveness, efficiency and satisfaction in a specified context of use.”​

ISO definition of usability

This is a more technical definition, but it’s worth bearing in mind. It emphasises the fact that we need to think about specified users and their goals. That will come up when we get to writing our script.

A simple usability test

The simplest usability test you can do takes about 5 minutes:

1. Grab a colleague / friend / family member who doesn’t know your site​.
2. Sit them at a computer and open the homepage of your site.
3. Set them a task. For example: “Imagine you’re a student and you want to get a replacement student card”.​
4. Sit quietly and watch as they try to complete the task.

This doesn’t take much effort, and sometimes you uncover a usability issue or two.

In Content Improvement Club, we looked at how to run a more extensive usability test. But we wanted attendees to know from the outset that usability testing doesn’t have to be a big complicated process. It can still be beneficial even if you do it on a small scale.

There are three roles in every test

In a usability test, there are three roles:

• A moderator, who reads the script, sets tasks for the participant and asks questions​.
• A participant​, who completes tasks on a website​, thinking out loud​ as they do so.
• An observer​, who watches and takes notes​.

There can be any number of observers, who watch the test live or on a recording.

We watched an example of a usability test

The best way to understand how a usability test works is to watch a recording of one.

Here’s Steve Krug demonstrating how he runs a test:

Usability Test Demo by Steve Krug (YouTube video, 24 minutes)

In Content Improvement Club, we watched a short clip of someone completing a task on a library website at a UK university.

This was the task:

You’re working on a presentation with four other people from your course. You need to find a study room in the library for the four of you this weekend. Can you find out if a suitable study room is available at the library?

We noted down the issues that we saw, and then we shared them on a Microsoft Whiteboard. Even though it was a single task, there were a lot of issues, which is fairly typical. That’s why it’s often helpful to follow your observations with a prioritisation exercise.

We prioritised the issues

In the session, we demonstrated how you can prioritise issues using a matrix like this:

To place things on the matrix, you make a quick assessment of how significant the issue is. Then you assess how easy it would be to fix. The issues you typically want to focus on first are those in the top right quadrant: major issues that are easy to fix.

It can be helpful to have a set of questions to establish whether an issue is major or minor.

These are adapted from Dave Travis’s work on Red Route usability testing:

• Does the problem occur in a task that is highly important to you or your users?
• Is the problem difficult for users to overcome?​
• Did multiple participants experience the same problem?

Red route usability: The key user journeys with your web site (Dave Travis / archive.org)

Using questions like these give you a shared set of criteria when assessing the significance of usability issues in a group.

But we’re getting ahead of ourselves. How did we get to this point?

How to write a script

Before you can run a series of tests, you need a script.

Use a template

We shared our usability testing script template, which draws on the work of Steve Krug:

Research brief and usability testing script (DOCX, 51KB)

The template includes:

• a brief, where you articulate the goals of the testing
• a lead-in script, which you read to participants before testing begins. This covers what the session will involve and sets expectations. ​
• a set of tasks, presented in a table with two columns. One column contains the task, and another the expected path to complete the task.​

Come up with tasks

We start by identifying tasks and then develop them by adding a scenario.

We practised this in the session. Attendees suggested tasks that someone might need to carry out on a university library website. For example:

• Check opening times
• Find a book on your reading list

Develop tasks by adding scenarios

Next, attendees developed these tasks by adding a scenario.

For example, “Check opening times” becomes:

• You’re a student and you want to check the opening times of the library during the winter break. How would you go about doing this?

“Find a book on your reading list” becomes:

• You’re a new student and you want to find the book “Campbell’s Biology”, which is on the reading list for your course. Can you show me how you would find out if the library has a copy of this book?

Tips for writing good tasks and scenarios

We shared some tips for turning tasks into questions​:

• Aim for 5 to 10 scenarios per session.​
• Keep tasks focused: one goal per task.​
• Frame tasks as realistic scenarios, not instructions.​
• Add light context to make it realistic.​

We recommend running a pilot usability test before going ahead with a round of testing. This helps you see how the full usability test flows from start to finish. ​It also gives you a chance to refine the script and ​ensures the session runs smoothly for participants on the day.​

Logistics

Ahead of the Content Improvement Club session, we asked attendees if they wanted us to cover any topics in particular. Most of these came under the wider topic of logistics.

When should you test in a design process?​

Test earlier rather than later. Testing earlier in a design process is ideal because it’s easier to make changes based on what you learn. If you’re creating something new, this usually involves creating rough drafts or prototypes, and then later, a high-fidelity version.

Changing a prototype is easy because no one is very attached to it. But when a design is a later stage of development, it tends to be more painful to learn that something isn’t working. By this point, you and your colleagues have usually invested a significant amount of time in an idea. If the fix involves changing something fundamental to the product, you might have to undo work that’s already been done.​

How long does a testing session take?

It varies, but we usually run testing sessions of about 30 minutes.

How many tasks do you set?

In 30 minutes, we can usually fit in between 5 and 10 tasks.

How many participants do you need?

Three to five participants is a good target. Jakob Nielsen argued that five participants is enough for one round of tests. This is because when you run the same tests with multiple people, you tend to see the same usability issues reoccurring. It’s a case of diminishing returns: by test number six, you aren’t usually learning anything new.

Why you only need to test with five users (Nielsen Norman Group)​

In Rocket Surgery Made Easy, Steve Krug recommends three participants per round of testing. This way you can run more rounds of tests – for example, by testing an initial idea and then a later iteration of the same design.

How do you recruit participants?

Mailing lists, Teams channels and surveys are great places to put call outs. We advise that you avoid revealing the testing topic or content in advance.​

Aim for participants who reflect real users where possible. This can prove difficult, so don’t let it stop you if you can’t find participants who don’t match the profile of your users.

How do you take notes?

Obviously, you can scribble notes anywhere you like. When we’re running a series of tests, we often take notes in a spreadsheet. This allows us to quickly spot which tasks caused problems for multiple participants.

Usability test results spreadsheet (XSLX, 36KB)

How can we make testing more accessible and inclusive?

Accessibility and inclusivity should be considered from the very start of the testing process. One important step is asking participants early on whether they use any assistive technology, so you can understand their setup and make any necessary arrangements. Our own introduction questions and templates include this for that reason. In the template, this is an introductory question, but if you’re recruiting via a survey, you could mention this there.​

​Having a diverse participant group will usually lead to more useful and representative findings. For example, if you’re testing a student-facing service, including both undergraduate and postgraduate students can help capture a wider range of experiences and needs. Again, this can sometimes be a challenge, but if possible something to aim for.​

Ideally, usability testing should include participants who regularly use assistive technologies. This provides valuable insight into accessibility barriers that might otherwise be missed. However, this can sometimes be challenging due to recruitment costs, specialist panels, or limited budgets.

Some resources that can help:

• Deque: Considering accessibility when designing a usability test ​
• Scottish Government Service Manual: Usability testing with disabled and non-disabled people​

Acting on the findings​

So you’ve run a round of testing. What happens next?

Involve senior colleagues in playbacks

In 2015, Caroline Jarrett wrote about a phenomenon she and Steve Krug had noticed when working on websites. They would run a set of tests on a website and uncover some usability problems. But then six months later, the problems were still there: no one had gone in and fixed them. To investigate why this was happening, they ran a survey of UX professionals.

Caroline Jarrett and Steve Krug’s analysis of why usability problems go unfixed

Out of 131 responses, the most common reason was that findings from usability testing conflicted with a decision maker’s opinion.

One way to address this is to get decision makers in the room (or on the Teams call) when you watch a highlights reel of test recordings. There really is no substitute for seeing user behaviour first hand. Reading about it in a report doesn’t carry the same weight.

Use the momentum created by testing

Testing creates a shared motivation to fix things​. Use this to your advantage. If you can, take action to fix usability problems while people’s memories are fresh​.

Make small changes first

Sometimes usability testing highlights small problems that are easily fixed. A link that doesn’t go where someone expects it to. An item missing from an A-Z.

Sort these things out first. Small wins like this give you the motivation to sort out the knottier problems.

If you want to find out more

This was a quick introduction to running your own tests. If you want to learn more,  Steve Krug’s introductory guide is a great place to start:

Rocket Surgery Made Easy by Steve Krug (listing on DiscoverEd)

We post about case studies of usability testing at the University on this blog:

• How usability testing guided user-centred improvements of the Digital Collections Platform (Emma Horrell)
• How usability testing helped the Library to improve their website (Nick Daniels)

The Prospective Student Web Team do the same:

• Usability testing the display of multiple entry years in the undergraduate degree finder (Pete Watson)
• Usability testing of new programme search and page navigation features (Nicole Tweedie)

Acknowledgements

Various points made in this blog post are taken from this 2015 post by Neil Allison:

Making usability testing agile

How to hear about future sessions

We promote these sessions via our mailing list. If you’re interested, please sign up:

Join the UX and Content Design mailing list (University login required)

Suggest a topic for a future session

We picked usability testing following a suggestion from the community. We’re keen to continue covering topics that colleagues across the University would find useful. It would be really helpful if you could let us know any ideas you have using this form:

Suggest a topic for Content Improvement Club (University login required)

Other training that we offer

More training is listed on the User Experience Service website:

Training | User Experience Service

The carbon cost of using images and videos on a webpage often goes unnoticed but cumulatively can add up. Dono Abdurahmanova and I have presented at both the UCISA digital sustainability conference and the Green Software Foundation Scotland meet up in the last week or so on the topic of sustainable media use.

The key theme of the talk was around intentional use of media and our efforts to shift the narrative around the perceived necessity for videos and images to create effective content. We also shared how we’ve been working with web publishers at the University to quantify the impact of their media content. You can read more about this aspect of the work in Dono’s blog.

Do students actually watch videos on websites? 

We finished by highlighting some steps you can take to make your images and videos more sustainable, if you decide they are the right medium to communicate your message.

The environmental cost of media use

Media is and will continue to be a key part of digital content strategies, that is a given and it undoubtedly does have its place as an effective communication tool – although the environmental impact cannot be underestimated.

Every page view, video stream and file download consumes energy and generates emissions. This is a fact which often goes unnoticed, as it’s not visible or as well known as other types of day-to-day activities which everyone knows create emissions.

When talking about the ‘weight’ of a web page (as I do in the title of this blog) this refers to the cumulative size of the files that are needed to load a webpage, such as images, videos, text, scripts, etc. These elements add weight to the page and the heavier the page, the greater the estimated CO2 emissions generated.

Here are a few statistics around the environmental impact of media use which provide a bit of context around why we felt it was important to think of ways to raise awareness about digital sustainability.

Digital content generally

When thinking about digital content generally, on average digital content consumption emits around 229kg of CO2 per person per year, which is up to 4% of our individual carbon footprint.

​Transition Templates AI & Digital: Pathways to Net Zero+  Dr Joanna Boehnert

Webpages

When it comes to webpages – globally the average web page produces approximately 0.36g of CO2 equivalent per page view. For a site with 10,000 monthly views, that is 43kg of CO2 equivalent per year.

Website Carbon Calculator v4 | What’s your site’s carbon footprint?

Images and videos

Then drilling down further into images and videos – streaming one hour of video content generates approximately 55g of CO2 equivalent.

Carbon impact of video streaming | The Carbon Trust

Despite their environmental impact, images make up between 49-58% of the total size of an average web page.

HotCarbon

​The starting point is to consider the value of the image or video

Often the messaging around digital sustainability can be dominated by talk of optimisation, compression and technical aspects like images formats and file sizes. However, this is actually a step ahead of where the starting point should be, which is whether the image or video adds value to the user in the first place. This is a principle which is also included in the Institute for Sustainable IT – Handbook of Sustainable Design for Digital Services.

When considering the value of media, it can be helpful to ask the following questions:

• Does it enhance clarity, context or understanding?
• Could you convey the same information without it?

While the answers will be context specific, often you can still provide the user with effective, useful information without it.

Intentional rather than automatic use of media is often not only better for the environment but also your engagement too, as it can reduce the cognitive load for the user and will likely resonate more with your audiences when used in targeted ways rather than in abundance.

“The process of behaviour change starts with awareness”

This is a quote taken from James Clear, author of Atomic Habits, which refers to the fact that people can’t change their habits if they aren’t aware of them in the first place. To this end we’ve been trying to spread the word about digital sustainability and in particular the impact of using images and videos. In doing so encouraging people to rethink their habits in relation to media use.

We’ve done this through reshaping our image guidance for the central content management system and also including the topic in our Content Improvement Clubs.

Reshaping image guidance

Working with the EdWeb service team, we reshaped the ‘Sourcing the right image’ guidance page for EdWeb 2, our central content management system. The page was heavily focused on where to find images and which were the best images to use, as these are often the first questions asked, based on an assumption that images are a necessary part of creating content.

We shifted the emphasis and tone of the page, so that it focused first on considering whether you need to use an image, highlighting the importance of both digital sustainability and accessibility when making this decision. After this we included the guidance to follow if an image is required and how to source one.

We hope that this change in approach helps to reframe the messaging and thinking around image use and encourages more intentional use of images.

You can find the new guidance on the EdWeb 2 hub.

Best practice for image use (University login required)

Including digital sustainability in our Content Improvement Clubs

Each month the UX Service runs Content Improvement Club sessions for anybody within the University who works with content. It’s a chance for them to meet up with other publishers and learn more about content design. At the beginning of the year, we ran a session on ‘5 top tips for improving your content in 2026’ and we made one of the top tips effective image use.

As part of the session, we invited attendees to look at the various different images from across the University web estate and think about which of them added value and what that value was. It was an interesting exercise and once people started to apply their mind to the question, they soon realised that some images added more value than others.

For example, having a stock image of a beach for an internal staff pensions guidance page was deemed to be more decorative, rather than aiding understanding, or helping users complete their task. Whereas the images of students on campus tours, or using University facilities, had more value in attracting prospective students by giving a human feel to events and give an idea of life at the University.

Tips for sustainable image use

If you decide images are the right medium to communicate your message – here are some tips on how you can make them more sustainable.

• Avoid generic stock images – eye tracking studies show that people tend to ignore large or generic images. Using real-life images of people interacting with services or buildings, which are relevant to the objectives of your content is likely to increase their value / impact and make them a more worthwhile addition to the page.

 

• Consider the format of your image – there are various optimisation and compression tools that can help you to reduce the file size of images, without impacting on quality. At the University, we use the WebP format for images in our central content management system which results in files being 25% to 34% smaller than JPEGs.

 

• Consider implementing an image upload size – this can help to reduce the usage of energy-intensive large files. At the University, we’ve implemented an image upload size of 1MB for the central content management system.

Make sure that images are accessible

Whilst the focus of this blog is on sustainability, as online content grows, accessibility becomes increasingly important.

When adding an image into your content, including alternative text (‘alt text’) ensures that more users can access the information it provides. Assistive technologies such as screen readers rely on alt text to convert content (such as text, buttons, images and other screen elements) into speech or braille. This allows blind or partially sighted users to access the same information as sighted users.

You can read more about how to write good alt text in my colleague Mel Batcharj’s blog.

How to write good alt text – what we covered in our March Content Improvement Club session

Tips for sustainable video use

• ​Disabling autoplay – this is a simple yet impactful action that can reduce energy consumption and lower the data demand. Autoplay adds unnecessary weight to the page, causing videos to load and stream regardless of whether the user has chosen to engage with it.

​​

• Including a written summary and transcript – this can support users who prefer reading as well as making your content more accessible. Both summaries and transcripts can help users get the key information they need and reduce the likelihood of them loading a video only to abandon it partway through as it didn’t meet their needs.

​

• Keep videos short and well signposted – we’ve seen from our research that user attention spans are shrinking, particularly when they are task-focused, looking to find the information they need. Therefore limiting the length of videos could help with engagement as well as sustainability. In addition using timestamps or chapter markers means that people don’t necessarily need to watch the whole video, they can skip to the relevant sections, reducing the amount of time the video is playing for, therefore reducing the energy usage.

 

• ​Avoid repetition of information – try not to repeat the same information in the video as you already cover on the webpage.  If you notice that think about whether you need the video – what extra value is it adding, that the text on the page doesn’t already offer.

​

• Think about alternative formats – rather than video could audio files, or podcasts work? Can you communicate your message without the video? Where audio adds value but visuals are not needed, consider using the MP4 audio format instead. Audio files are significantly smaller, require less energy to stream, and can carry the same content at a fraction of the environmental cost.

Our Editorial Style Guide contains many conventions and we know from research that publishers struggle to remember to apply them. Could automation help? We experimented embedding style guide rules into a Drupal module that checked content against the rules in the editorial interface and suggested corrections when the rules weren’t followed.

As part of a concentrated effort to make it easier for publishers to apply our style guide rules, Mostafa Ebid, a student who came to work with us in summer 2025, installed Editoria11y, an open-source Drupal feature and configured it with selected rules from our University style guide. Applying this feature to a site with demo content, he tested it with University staff to see how well it worked, and how useful and usable they found it.

Read more about our ongoing style guide work:

Collection of blog posts about the Editorial Style Guide

Drupal Editoria11y is an open-source accessibility checker

Editorial accessibility ally (shortened to Editoria11y) is a module developed by John Jameson from Princeton University that enables automated content checking directly in the editorial interface. Originally created to help content editors catch accessibility issues, its configurable architecture makes it well suited to embedding other kinds of rules, such as institutional style guide conventions. The checks can run in real time as content authors type, and can also be applied to content in published pages and previews, to flag issues to be corrected.

Editoria11y can include more than 50 built-in content tests covering image alt text, link quality, heading structure, and general content issues. Flagged issues are noted at the page level by an indicator bar, which includes a count and a categorisation of the type of issues (default categories are headings and alt text). Through this bar it is possible to identify the precise inline location of the problematic content with visualisers. Each visualiser is associated with a modal that contains detail about the problem element and plain language tips explaining how to fix it.

In addition to the on-page alerts, it is possible to review issues across a site via a reporting dashboard which can be configured to log recurring issues or most problematic pages, as required.

Read more about Editoria11y on Drupal.org:

Editoria11y Accessibility Checker project page

We designed tests to learn if Editoria11y would be useful and usable to embed style guide rules

Editoria11y presented itself as a mechanism to enable web publishers to check their content against style guide rules, and we wanted to understand the kind of experience this provided in EdWeb2. In particular, we wanted to understand:

• If Editoria11y could effectively check content against our style guide rules
• How Editoria11y presented results of the checks in the editorial interface
• If publishers could use Editoria11y to correct content that misaligned with the style guide

Moreover, we wanted to learn if the addition of Editoria11y to the EdWeb2 editorial interface improved the publisher experience or not.

We picked deterministic rules about dates and numbers for the tests

Like many Drupal features, Editoria11y is very flexible and customisable to fit a range of different use cases. Since it was new to our publishers, we were keen to avoid overengineering it, taking care to configure it to present the minimal information necessary to achieve our testing goals.

The University’s Editorial Style Guide contains between 60 and 70 separate rules, of which fewer than half are deterministic (in other words, can be applied directly without editorial judgement). It made sense to include deterministic rules in the tests, to enable us to accurately assess how effective Editoria11y was at checking them.

Rules in the dates and numbers section of the style guide seemed a good fit for the tests, so these were configured into Editoria11y.

We set up Editoria11y to display an indicator bar, visualisers, modals and a dashboard

The module was set up to display the indicator bar, the inline visualisers and the reporting dashboard. Content that contained sentences with dates and numbers was saved in draft in a demo interface which had Editoria11y applied. In the test scenario, participants were asked to assume they had been asked to review this draft content before it went live and to use a checker tool to help them with this.

 

 

Watching participants use Editoria11y, we learned what worked and what didn’t

Tests were carried out with seven participants. Observing how they made sense of the different parts of Editoria11y and interacted with it, we were able to draw conclusions about how useful and usable it was to support the context of web publishing in EdWeb2.

Participants understood the relationship between the indicator and the visualisers

The first part of the tests involved showing participants the draft content in the editorial interface with Editoria11y applied. All of them were able to understand that the number of style guide errors on the page were tallied in the indicator bar at the bottom right of the page, and that they could use the indicator bar to reveal precise locations of the errors on the page, together with a modal for each error, explaining the error and the suggested fix.

Placement of the visualisers and modals often made it hard to read the draft content

Taking an overview of the visualisers in the draft content, participants commented that they felt a bit overwhelmed to see so many. Some felt the placement of the question mark visualisers made it difficult to ascertain which parts of the content needed to be corrected, which was slightly helped by yellow outlines around the text. Placement of the modals masked the text beneath, however, meaning participants found it difficult to engage with the original context of the errors to be corrected to assess whether to accept the suggestion or not

Descriptions of the errors in the modals were not clear to some participants

Reading the information in the modals, some participants were unclear of the error it was pointing out. Specifically, in a modal describing the rule to write dates without including ‘th’ or ‘rd’ after numbers was written as ‘Write dates without commas or ordinal suffixes’. Some participants were unfamiliar with what ‘ordinal suffixes’ were, but seeing the suggested change presented as a ‘before and after’ tracked change with the error crossed out (in red) and the suggested change presented in green helped participants understand the proposed correction.

Participants were able to use the modals to correct some style guide errors

When they had read and understood the errors being highlighted, most participants were able to assess whether to accept the suggested fixes and apply them based on the information contained in the modal. Several participants entered into a flow of using the arrow keys in the modals to clicking through the different errors and accepting the fixes, especially when the fixes related to a recurrent error – for example, capitalising the first letter when writing days of the week. They appreciated a notification alerting them that the fix had been applied, which temporarily appeared at the top right of the screen, although some said they would have appreciated this notification to remain for longer as it was easy to miss. They were also unclear whether they needed to save after applying each fix, or if this could be done when they had worked through all of the fixes on the page.

Not all errors were fixable with automatic rule application – some required interpretation and judgement

Viewing the suggestions in the modals, several participants noted a problem with the fixes being based on automatic application of the style guide rules. Specifically, relating to the rule about omitting ordinal suffixes for numbers, there were several instances where it didn’t make sense to apply this rule directly. For example, a date written as ‘5th of December’ contained a suggested fix to remove ‘th’ but not to remove ‘of’. Another relating to ‘4^th year’ of studies suggested removing the ‘th’ but not writing ‘fourth’ as a way to make the sentence readable, and similarly, another advised removing ‘st’ from ‘1^st floor’ which was an incomplete fix.

Some participants’ trust in the checker waned when they realised it didn’t catch all the errors

Of those who took part in the tests – some were more familiar with the rules of the style guide than others, and this impacted the trust they placed in Editoria11y. When they reviewed the Editoria11y outputs against the draft content and spotted corrections that hadn’t been picked up or flagged by Editoria11y, they were inclined to disregard the tool and check the content for themselves to ensure the text was completely compliant.

Few participants said they would use the dashboard as they felt that was for a site administrator

Navigating through the different options on the indicator, participants were able to access the dashboard interface, which was titled ‘Content Accessibility Issues’. Reviewing what was there, in sections called ‘Top issues’, ‘Pages with the most issues’ and ‘Recent issues’ most participants said they didn’t feel they would use this feature, and presumed it would be for someone with full responsibility for the whole site.

Editoria11y has potential as a style guide helper tool, but would need contextual refinement

Taking the findings together, Editoria11y showed promise as a way to embed the style guide rules into draft content, to avoid web publishers needing to navigate away from the editorial interface to check the rules in the guide itself to then apply them. Participants understood what the indicator bar was there to achieve, and liked the idea of being able to check off corrections to their content through the modals. Some identified areas for improvement included:

• Refinement of the style guide rules embedded in Editoria11y, to include examples, exceptions and applications based on scope and context
• Embedding a more complete set of style guide rules into Editoria11y to help build trust in the tool
• Adaptation of the modal options to include ‘Accept with edits’ as well as ‘Accept’ and ‘Ignore’ to account for instances where editorial judgement needed to be applied to the suggested correction
• A way to show corrections in categories (for example, all those relating to numbers together, all those relating to punctuation together and son on) which could be addressed by the editor in sequence, to avoid overwhelm in the interface
• Suggestions for correcting content when reworked sentences were required – powered by an LLM such as ELM

As well as Editoria11y surfacing style guide rules, there is potential to use it for its intended purpose, as an accessibility checker, containing checks about the heading hierarchy and alt text on images. If this was to be included as well as style guide rules, however, progressive disclosure of the information should be used to avoid the interface becoming too cluttered.

Many of these areas overlap with work currently progressing in open-source Drupal, firstly develop a Context Control Center – as a way of handling rules to enable AI-assisted content production, and secondly to develop an AI Content Review feature, capable of reviewing content against defined rules and conventions.

Read more about these Drupal developments in my related blog post:

Think like a machine: How building a Drupal context-handling feature is providing a new lens on content design and style rules 

 

AI development keeps evolving as do the ways people seek to use AI. Traditional software development runs the risk of trying to perfect AI features people won’t use. Revisiting our previous AI research helped me tease out new opportunity spaces for AI features to help with content design tasks.

Last summer, Mostafa Ebid joined the UX team for a summer internship and built an AI assistant tool which integrated the University’s main AI provider ELM into EdWeb2, our Drupal content management system. The idea for the tool came from hearing University describe the difficulties they experienced when publishing web content. The tool included the capability to write content, design content and proofread, and was designed to work by typing prompts in a chatbot interface, right-aligned to the main part of the editorial interface. When prompted, an orchestration of AI agents were triggered to read textual content and use ELM to make suggestions for improvement based on what the publisher had asked for. Improved text was displayed in the sidebar chatbot interface for the publisher to review and consider using.

Read Mostafa’s blog post about how he developed the tool:

Integrating ELM with EdWeb – Building an AI tool for publishers

Initial tests of the tool with publishers revealed some potential, but identified the need to do further tests, specifically to understand limitations around the user interface display and to learn if the tool was useful to publishers in the context of content they were familiar with (as opposed to generic stock content that was used in the first round of tests).

Read my blog post about the initial tests of the tool:

Initial insights from UX testing our Drupal AI content assistant tool 

Mel Batcharj accessibility tested the tool, focusing on keyboard navigability, and Nick Daniels ran tests with two publishers in October last year. I recently reviewed the findings of this research to consider advancements in Drupal AI in the past 12 months, to assess whether the original premise for the tool was still valid, and to think about residual content design challenges AI could potentially help with.

Advancements in Drupal AI have resulted in improved AI features

The Drupal AI Initiative began in April 2025 with a group of participating organisations making a commitment to collaborate to build the future of AI in Drupal. As a result of the initiative, various workstreams began to shape Drupal’s infrastructure to support AI, to experiment with new innovations and to improve the UX.

Read more about this workstream:

Drupal AI Initiative project page on Drupal.org

A more accessible AI chatbot is now available as a Drupal recipe

Our original AI content assistant tool was built into a panel of the editorial interface as a custom build, which worked well when using a mouse, but which accessibility testing showed was restrictive when navigating using a keyboard. Since the tool was built, however, accelerated development in the wider Drupal AI community prompted the creation of an open-source AI chatbot freely available to apply. Adopting this chatbot was preferable as it avoided the need to maintain custom code and it was possible to use it with a keyboard only.

There’s an active Drupal issue to address the need for the AI chatbot interface to be expandable

Several of the participants who took part in Mostafa’s tests of the tool last year found it awkward to scroll through the AI chatbot output as it was presented in the narrow left-aligned interface. The same problem had been noted in the wider Drupal community, and therefore I raised an issue to have this rectified, which is being worked on as part of the AI Initiative task backlog.

We did more tests on our AI tool – this time using participants’ own content

In the first round of tests, four participants were all presented with the same piece of content (on the topic of safety procedures) and asked to use the AI tool to improve it in specific ways (such as writing it for user needs, making link text better, and so on). This approach turned out to be limited, as since participants were unfamiliar with the content, they were unable to assess whether the outputs of the AI tool were an improvement on the original content or not.

In a subsequent round of tests we therefore adopted a looser approach – asking participants to supply a piece of content they were already working on, and then asking them to use the AI tool to improve it to suit their needs. The results from these tests were more indicative of how useful publishers found the tool to make content improvements.

Results of these tests highlighted how the AI tool needed to change

Since we placed participants in a situation where they were using AI on content they knew well and could critique and appraise authentically, the results of these second-round tests gave clearer indications of what worked with the existing tool, what didn’t and where AI could be best applied to help with content design tasks.

Participants didn’t notice the content options in the AI tool, or the help text

The tool contained three different content options: Design Content, Write Content and Proofread, presented in a dropdown menu in its interface.

Initially, participants didn’t notice these options and used the default Write Content option.  When they later experimented with the Proofread option they found no discernible difference between these options in terms of outputs, which led them to believe that a simpler version with a single conversational interaction option would be preferable.

The tool defaulted to reading the content on the page, and working on this when prompted. Participants were initially unclear that this is how it worked, and they didn’t notice the help text to enable or disable this mechanism presented in the tool interface. Taken together, this feedback suggested that a simpler version of the AI chatbot, such as the one from the Drupal recipe, would be easier for publishers to use.

The AI tool had some value as a writing partner to suggest restructures to textual content

Responding to the task to experiment with the AI tool to improve their content, the participants quickly got used to how the tool worked, and recognised its use as a writing partner to prompt about their content and receive suggestions for improvement in a conversational way.

Prompts they used to improve a page of content in the body text field included:

• ‘Rephrase copy to condense, highlight key messages and make it accessible to pet owners looking to join practice’
• ‘Proofread copy so that it appeals to pet owners non clinicians’
• ‘Turn this page into web ready content. It needs to be concise, easy to scan, readable to a wide range of audiences’

These prompts resulted in edited versions of the page content, typically including structural elements like headings, bullet points and calls to action, delivered in the chatbot interface.

The tool lacked capacity to tweak or iterate on previous versions of content – which participants wanted

Once they had reviewed the tool’s initial outputs, both participants entered conversational turns with the tool, asking it to perform successive tasks on the content it had previously produced, to edit it further, in line with their specific requirements and rules.

Prompts they used to tweak initial AI outputs included:

• ‘Remove adjectives and exclamation marks’
• ‘Remove brackets’
• ‘Remove any unnecessary words, fix typing errors, suggest improvements for SEO’

With every new prompt in the conversation, the tool produced a fresh output, meaning the publisher was left to review a succession of different versions of the edited content, presented in the chatbot interface, without any indication of what had been changed. Participants found it difficult to review edits, as they would usually do when working on a piece of content, in order to compare the ‘before’ with the ‘after’ – ultimately to assess whether the AI tool outputs were to their satisfaction.

They said they would have liked the tool to have presented the edits in a ‘tracked changes’ format that they were familiar with from word processing programmes.

Participants didn’t really need the tool in the interface as they tended to edit text content elsewhere

When describing their usual content process, participants said they would usually prepare their content in a word processing programme like Microsoft Word rather than edit directly in the Drupal editorial interface. There were several reasons they chose this method – a key ­­reason being the need to involve others to check (and in some cases, sign off) their content in preparation for the website. They were more familiar with referring others to check their content or proofread it when it was in the Microsoft suite, than when it was in the Drupal editorial interface.

Furthermore, Microsoft Word accommodated the addition of comments and tracked iterative changes to pieces of content which was not possible within the Drupal editorial interface. This content preparation habit suggested that while the AI tool was useful to suggest content edits, this would have been more useful before the content was in the interface, and therefore could be achieved by pasting content to be edited into a browser-based AI tool or app (such as ELM).

Within the interface, the tool only had use as a ‘final check’ mechanism, to catch any typos, errors or style misalignments before the content was ultimately published.

The tool needed to be able handle more than text as pages were typically made of multiple elements

Reviewing the test set-up and comparing it to their usual ways of working with EdWeb2, the participants said the pages they worked on would usually be made up of more than just textual content in the body text field. They would typically work on pages with multi-column layouts, making more extensive use of Drupal paragraphs or including structural elements like accordions, feature boxes and cards. They were interested to know how the tool may make appraisals or suggest improvements for those sorts of pages to help them arrange their content in appropriate ways.

We identified new opportunities for AI content publishing features

Extrapolating on the feedback from the tests, several use cases and scenarios for applying AI to content design tasks emerged, which will help inform our ongoing work to apply AI to make content design tasks easier for publishers.

AI-assisted content structuring

Describing their typical content writing workflow, participants said they found it difficult to move from a text-based editor like Microsoft Word into the Drupal editorial interface where they needed to make use of Drupal Paragraphs as well as page elements like accordions to structure the content. Potential areas for AI development could therefore include:

• A mechanism to convert textual content into appropriate structural elements
• A way to make suggestions for accordion labels or structure
• A feature to ensure uniform creation of cards or feature boxes
• A means of cross-checking style consistency of pages made of multiple elements or with a specific layout

AI- assisted content design for SEO/GEO/AEO

Having their content picked up by search engines or being machine read was something participants wanted, but they were unsure how to write, tag and structure their content to make this happen effectively. Potential areas for AI development could therefore include:

• A way to have their content analysed for SEO effectiveness, based on signals like content quality, scannability and key word alignment
• A mechanism to suggest content changes aligned to specifically defined SEO goals and target user engagement measures

AI assisted content reviews – against specific style conventions and contexts

As well as ensuring their content followed the rules of the University’s Editorial Style Guide, both participants mentioned other conventions that they needed to apply to their content, that existed at a more local website level. For example, one participant’s site had a rule not to use brackets or exclamation marks, or to overuse adjectives, so they would have found it helpful to have a way to cross check content against these rules before publishing.

The Drupal Context Control Center is an emerging feature designed to handle the application of context rules within a site across various scopes and use cases, and Drupal AI Content Review is a related feature, designed to appraise content against given context rules and conventions. Together, these Drupal features may be a good fit to help University web publishers make use of AI to shape their content with the uniformity they require.

Read more about the Drupal Context Control Center and its development in my recent blog post:

Think like a machine: How building a Drupal context-handling feature is providing a new lens of content design and style rules

Read about AI Content Review on Drupal.org

We’re changing the direction of the AI tool based on what we’ve learned

Last summer it seemed certain that an in-interface AI chatbot content assistant helper was what we needed to build. A few improvements to the UI to make it expandable and navigable with a keyboard and it would be ready to go. As it turned out, things had moved on, and these problems were addressed by the wider Drupal community. This meant we could go back to our research findings to re-examine how AI could be best applied to aid content design tasks, and to consider how it could best fit into existing workflows of our publishers to assist them with difficulties they faced. As we continue with internships this summer, we’re excited to re-focus and plan more research to explore some of these emergent opportunity areas. Aligning with in-progress Drupal AI developments, we’re open to learning how we can apply and adopt the work of the Drupal community to our University digital publishing context.

Riding on the success of our internal Effective Digital Content course, we set out to expand by building an external version for the short courses platform, taking a product thinking approach. Three months on, experimenting with a proof-of-concept course has convinced to pause this work – to avoid falling into a build trap.

The success of our relaunched Effective Digital Content (EDC) course, to date completed by more than 400 University staff, prompted ambitions to reposition the course for external audiences by including it in the University’s Short Online Courses platform. With the help of colleagues from the Short Online Courses team and the Learning Technology team, we did some market research, identified target audiences, defined a product vision and goals and began using the Canvas platform to develop a proof-of-concept.

Read more about our plans to reposition EDC as an external course in my blog post from March 2026:

Repositioning Effective Digital Content as a short online course: A product approach

At the end of sprint three (of a total of seven planned sprints) we faced unknowns and unanswered questions preventing us from achieving some of the fundamentals we’d defined in the product vision and goals. Resisting a sunk-cost fallacy-motivated urge to continue building, we made a sensible decision to stop and to pause until we’re in a better-informed place to have the confidence to continue.

In this post, I reflect on the benefits of adopting product thinking, the discomfort with facing difficult questions upfront and the practicalities of learning about audiences for expansion opportunities.

Revisiting the Product Kata helped clarify feelings of uncertainty

Melissa Perri’s book ‘The Build Trap’ contains a helpful framework to guide product development which I have become familiar with through my involvement with Drupal product teams. On the strategic level, this framework helped me set out a vision for an external version of the Effective Digital Content course, establish the problem the course was aiming to solve and its audiences, and work out the learning outcomes associated with each course module.

Entering the execution phase, however, taking each course module at a time and building each one out to meet the needs of the established audiences, things took longer than planned, and felt more difficult than we’d anticipated.

Pausing for reflection, we unpicked where things were going wrong. Going back to our vision, we had wanted to repeat the success of the internal EDC course, giving learners practical experience of writing digital content for their audiences. We had been able to instill this experience in the internal course because we had been able to regularly engage with University web publishers, to fully understand their content design challenges and design practical experiences for them that specifically addressed their friction points. Without such detailed insight into external audiences, we were effectively basing our course design decisions on guesswork and assumptions, which explained why our initial efforts seemed to be missing the mark. The strategic vision was sound, but our capacity to fully explore the problems and optimise associated solutions was limited, therefore execution was flawed.

The practical workbook is EDC’s best asset – but is hard to replicate for broader audiences

A lightbulb moment in our reflections came when considering what worked well about our internal EDC course. When staff complete this course, they are required to complete exercises in a workbook which they submit to the UX team for feedback. This tests learners’ ability to do fundamental content design tasks like structure headings, write hyperlinks and turn lengthy text into chunks to be scan-read. Reviewing more than 400 submitted workbooks, we affirmed the importance of this element of the course both for learners and for our team as owners of the course as a product. Through these workbooks,  learners are able to practice content design in the specific context of the University sites they are responsible for, and as the product team, we are able to see impact the course has had in improving content design knowledge.

Replicating the workbook concept for external audiences would require knowing about the contexts and content they were working with, in order to design exercises that required them to test those skills. Without knowledge of our audiences’ circumstances, the best we could do would be to design a generic set of exercises, devoid of the nuances needed to really engage learners in practising content design techniques.

Testing what we had built so far taught us what we didn’t know

In UX and product design there’s a saying: the best time to test is yesterday, failing that, test now. Resisting the urge to keep building EDC modules, we made the decision to take the three modules that had been built and to test them with University publishers. Feedback from the tests was positive, which was nice to hear, but didn’t really help us assess if the modules we had made were a good fit for external audiences. University staff wouldn’t take an external Effective Digital Content course as they had already taken the internal version. To assess if we’d made a good product we needed to know answers to questions such as:

• What needs should we prioritise for our target audiences?
• How do our audiences currently meet these needs?
• Would univerisities with a distributed content model find an external course useful?
• What would motivate our target audiences to take this type of course?
• How well do existing courses meet user needs and expectations?
• Will our proposed course be valuable to target audiences?

In another of Melissa Perri’s books ‘Product Operations: How successful companies build better products at scale’ by Melissa Perri and Denise Tilles, the authors use a case study at a financial services organisation, Fidelity, to show the relationship between user research and the product design lifecycle. Applying this relationship by positioning EDC external as the product, it was clear that our outstanding questions fell into the ‘Core UXR question’ category at the ‘Discover’ ‘Define’ and ‘Design’ stages and therefore needed to be addressed before proceeding to the ‘Develop’ and ‘Deploy’ stages.

Having worked with other teams both within and outside the University, we knew all too well the potential risks and consequences of building without adequate research – and resolved that it was better to stop building to avoid wasting effort.

Successful expansion will rely on targeting audiences and researching their needs more fully

Taking a pause in the build will allow us to take time to assess the gaps in our knowledge of our target audiences, and work out ways of learning what we don’t know. Understanding the nuanced needs of our target audiences will help us familiarise with the market for content design training in the public sector to assess the value of the expansion opportunity. Referring again to ‘Product Operations’, learning the differences between the markets associated with our expansion opportunity (the total addressable market, the serviceable addressable market and the serviceable obtainable market) will help us decide whether the proposition is viable, deliverable and desirable or not.

In the meantime, we’re using what we’ve learned to improve internal EDC and training

As a team, we really value what we learn from time spent in research, and we always endeavour to act on what we have learned and make sure research does not go to waste. In this case, going through the process of reworking three course modules to aim them at external audiences has pinpointed ways to improve the internal version of our course – in particular to make the introductory module clearer and more impactful and to be clearer on some accessibility concepts. Submitted workbooks and feedback from our regular Content Improvement Clubs also provide a constant source of learning, to identify areas publishers still struggle with that we can continue to address with subsequent tweaked versions of EDC and topics for additional publisher training sessions.

In May, Mel and Nick from the UX team attended two days of Power BI training with QA. The training covered the basics of using Power BI Desktop and, through a mix of instructor-led and independent exercises, gave us a chance to transform data and build visualisations.

Mel’s reflections

Before the training, I’d only ever experienced Power BI from the other side, seeing polished dashboards and interactive visuals without really understanding how they were built. By the end of the training, I felt much more confident using Power BI and excited to start applying it in my work.

Learning through doing

The sessions suited the way I learn best: having a go, clicking around, experimenting and working through exercises rather than just watching demonstrations. Having the training in person made a big difference, as we could troubleshoot problems together and ask questions whenever we got stuck.

I also appreciated the pace and structure of the training. Our instructor, Jason, talked through each step clearly and acted as a guide throughout, explaining not just what to do, but why we were doing it. His knowledge of the system really came across and the sessions felt approachable rather than overwhelming.

Movie datasets solidified my understanding

The most enjoyable part of the training for me was working with the movie dataset. We pulled together information from sites like Box Office Mojo and Rotten Tomatoes to consider how data from multiple sources can be combined to tell a richer story. In doing so, the relationships between datasets, transformations and visualisations became much clearer.

This was  the point where I had the “eureka” moment of understanding how all the different pieces of the puzzle connect together within Power BI.

Keen to keep the Power BI momentum going

Since the training, I’ve been keen to build on what I learned by applying Power BI to real project work. I recently used it to explore qualitative survey data relating to digital design tools, using techniques from the training to clean and organise the data. The training materials proved especially useful, particularly the exercise workbook, which gave me something practical to refer back to.

Working with a familiar dataset made the process feel much less intimidating. It was rewarding to apply what I’d learned so quickly in a real project context.

Nick’s reflections

I thought this training was excellent. I’d seen Power BI dashboards before but didn’t know what you have to do behind the scenes to create them. I attended this training to learn a bit about how Power BI works and improve my skills around working with data more generally.

How Power BI can support UX work

I was interested to see how Power BI could support our work in the UX Service. We work with data that supports our administration of training sessions and our online course Effective Digital Content. We also sometimes deal with sitemaps and analytics, which can include a daunting amount of information. All of this data needs to be tidied up and visualised so we can quickly understand it and use it. While we can do some of that in Excel, spreadsheets have their limits and I wanted to find out what Power BI has to offer.

What we learned

The training involved clicking through activities with our instructor Jason. I found this was a good way to get to grips with the software, and I gradually built up a rough conceptual model of what was going on within Power BI.

In the session, we learned how to:

• ingest data from sources such as spreadsheets and webpages
• combine data from different sources
• tidy up data
• do operations on data
• visualise data

In person training worked well

Doing the session in person meant we got to catch up with colleagues in our department while completing the training. It also made it easy to get pointers when something didn’t work. We could quickly ask a colleague to help with the minor problems that inevitably crop up when you’re learning to use a new piece of software.

I came out of the training with an appreciation of what Power BI can do, and a better understanding of how it works. I’d recommend this training to any colleagues at the University who are interested in learning more about working with data.

In January 2026, Alex Burford, a learning technologist from the School of Informatics contacted the UX Service following completion of the new Effective Digital Content online course. Alex had really enjoyed the course and was keen to explore ways to implement the content design best practice principles it teaches within Open Course – the platform that the School of Informatics use to share their course materials.

Informatics Open Course Materials

Identifying key areas for improvement

Alex had received positive feedback from students who were able to successfully locate their course materials. However, from our discussions and a review of the content on the Open Course platform, (which relies heavily on tables), we both felt there was scope to review the current layout and explore potential alternatives.

Within the tables, we also identified that a more consistent and informative approach to formatting links as well as creating more effective headings could improve the user experience.

In addition, Alex was keen to look at the best ways to support Open Course publishers with content design and embed ways to make it easier for them to prepare effective content. To this end, we talked through potential guidance and training that could be developed with a specific focus around Open Course content.

We spoke with Open Course publishers to gain their perspectives

Before progressing any further with our ideas, we were keen to establish a baseline understanding of how Open Course is currently used by those who publish content on it. This would help us to learn about their processes and approaches, identify pain points as well as areas that were working well.

Alex reached out to Informatics colleagues to see if they would be happy to speak to us about their experiences of using Open Course. In late January / early February 2026 we carried out a series of semi-structured interviews.

Format and aims of the interviews

The UX Service facilitated the interviews via Teams, observed by Alex, to learn about the experiences of Informatics colleagues who published content on Open Course. Informatics colleagues shared their screen and talked through how they achieve content publishing and formatting tasks in Open Course. This enabled us to see first-hand how they went about these tasks and hear their perspectives and feedback.

The aim was to confirm areas that were working well and also the main pain points. We were keen to learn the reasons why tables were used, what the experience was like for those editing content within them and understand more about their approach to writing headings and links.

We gained a lot of useful information from the interviews both from a content perspective, but also in relation to more technical aspects relating to the platform itself which Alex could feedback to Graham Dutton, the developer working on Open Course.

This information then provided the basis on which to form an action plan around how to make improvements and decide on the best way to provide support and/or guidance.

Tables: were they necessary, if so could they be improved?

Following our discussions with Alex and the semi-structured interview insights, we felt we had a good understanding of how tables were used and the pain points relating to editing content within them.

We first wanted to explore whether tables were needed, or if there were alternative layout options to avoid the need for tables completely. If they were needed, we could then look at how they could be improved?

Prototypes were created by the UX Service

The UX Service mocked up some prototype tables, initially in Word before also creating them in an Open Course playground site we had access to. We used the following ‘Schedule and materials’ page, where almost all information was displayed in a table.

INF2-SEPP: Schedule and Materials | Open Course Materials

Prototype one

Our first prototype involved removing tables completely and using headings and paragraph text to display the same information. What we soon realised was that this made the information hard to scan and increased the length of the page. We felt from trying this approach, there were definite benefits to having a structured column layout to help communicate key dates and materials for course participants efficiently.

Prototype two

Our second prototype then explored how we could improve the current table layout and make it as accessible as possible. The existing page had a continuous table with six columns. All headings and links were included in the table itself which made it quite hard to navigate. Also, the number of columns meant that text was wrapping onto two lines quite often, which again impacted on readability.

We explored presenting the same information in a two-column layout, using rows with clear left-hand headings to signpost key information. We also split the continuous table into multiple tables, one for each week of the term. Column and row headers were also applied within the table editor tools. These changes we felt improved the overall look and feel of the page but also made it easier to navigate to the information you needed.

Stress-testing prototype two

After sharing both options with Alex, we decided to proceed with prototype two and carried out some further testing to make sure it was fit for purpose.

JAWS – Screen reader testing

Using the prototype in the our Open Course playground site, we used JAWS to test out how the content on the page would be navigated and interpreted by a screen reader.  Whilst this approach may not fully capture how all users of assistive technology navigate, interact and experience the page, it did provide useful insights around how tables in Open Course interact with screen readers. Overall, the new table layout responded well.

We found that JAWS:

• read out the number of columns and rows in a table as expected.
• navigated the table content in a logical order. It interpreted tabled cells moving from left to right, first reading the column headers (‘dates’, ‘themes’) before information and links within the cells.

JAWS didn’t pick up on blank cells within the table. Instead, it moved to the next table cell which had content within it. Therefore, we recommended that if this table layout was adopted that there should be no blank cells to aid clarity. Where there was no information to put within certain cells, text such as ‘no milestone’ or ‘no tutorial’ should be used.

We are also aware that screen reader users can and may wish to jump from table to table on a page. When navigating in this way, JAWS moved table content to table content without reading out the assigned ‘Week X’ heading we had inserted. Therefore, when you have multiple tables on a page, it’s hard for the user to tell which table they are on. A potential solution to aid understanding could be to incorporate the week number within the table itself, rather than using headings.

Magnification and responsiveness on mobile

When tested, the page (including tables) responded well to 400% magnification, with no loss of information. This check was carried out to ensure that the content reflows correctly for users who routinely view web pages using zoom functionality. We wanted to ensure that information did not move off screen or overlap when zoom was used.

The tables also responded well in mobile view, including when the screen was rotated. This is important to test given the increased usage of mobile devices to access digital content, to ensure all users were able to easily read / navigate the information on the page.

UX Service recommendations

Recommendation to use prototype two table layout going forward

Following our prototyping and stress-testing, we reported back to Alex that prototype two was the option we would recommend.

Recommendation to consider best formats for guidance on headings and links

From reviewing the pages and considering the insights gained from the interviews, we also felt that it would be beneficial to create guidance around:

• writing effective headings and using correct heading levels in tables
• how to use links and write effective link text.

Having this guidance close to hand, ideally accessible directly from the edit screen of the Open Course platform would be preferable to enable ease of access for users.

Reflections and next steps

As a team, we really enjoyed working with Alex on the project. It provided us with the opportunity to apply the content design best practice principles that we teach specifically to learning and teaching content. It was interesting to explore and test out options for using tables in a different context, outwith the central EdWeb 2 Content Management System, for student-facing content.

We are glad that the Effective Digital Content online course provided the impetus for this work. We hope that the course continues to provide the starting point for interesting conversations about how digital content can be improved as it reaches wider audiences around the University.

We look forward to continuing to work with Alex in relation to the guidance and potential implementation of the new table layout before the next semester or at an appropriate time in the future.

As we approach the first anniversary of the launch of the new Effective Digital Content course it was timely to review our approach to marking the content design exercises completed by learners to look for ways to simplify and potentially automate aspects of the process.

In May 2025 the UX Service launched a new version of the Effective Digital Content (EDC) course. The course covers content design fundamentals relevant to digital publishing at the University. To ensure we continue to improve the quality content across our digital estate, all those who publish content for our institution are required to complete the course.

Read more about the Effective Digital Content course, its contents and its development in the blog post from the UX team:

The new Effective Digital Content course is now live

Completing exercises within a workbook is a key part of the EDC learning experience

Content design is a practical discipline that is best learned by doing, therefore, when we redesigned the EDC course, it was important to include an interactive element that ensured learners gained practice trying out key techniques as part of the learning experience.

This practical element manifests as a workbook – as learners work though the different modules of the EDC course, they complete related exercises in a workbook. When they have finished all six EDC modules, they submit their workbook with their completed exercises to the UX team. We mark their exercises, return feedback on their work in the form of comments within the submitted workbook and then issue them with accreditation in the form of a digital badge.

The UX team devised a workflow to manage marking workbooks and providing feedback

The workbook submission, assessment and feedback process represented a new way of training publishers in content design, and back in May 2025, Nick Daniels, Katie Spearman and Mel Batcharj from the UX team came up with a series of steps to ensure they could access the submitted workbooks and mark them, to provider the learners with feedback on their work:

• Receive the submitted workbooks from the EDC course to a Microsoft OneDrive via a Microsoft Form
• Allocate them to be marked by members of the UX team using a Microsoft Excel spreadsheet
• Once marking is complete, the marker returns the workbook with feedback to the learner via email

A year after launch, we observed some kinks in the process

With a steady influx of workbooks from learners, the process worked well, with Nick, Katie and Mel splitting the marking and feedback provision between them. That said, when there were spikes of increased numbers of learners completing the course, prompted for example by reminders to complete it to gain web editing access, the process revealed itself to have some areas of inefficiency. Working as a team, we took some time to map out the existing process in granular detail to pinpoint some areas for improvement, detailed below.

Keeping track of submissions involved manual additions to a spreadsheet

An Excel spreadsheet was set up to keep a record of all the workbook submissions along with their marking history. This spreadsheet was in a different location to the OneDrive where the workbooks were received, however, therefore it was necessary to copy and paste the names and details of learners into the spreadsheet each time a submission was received, to keep it up-to-date. On occasion, this had meant that the Excel spreadsheet and the OneDrive were out of synch – with workbooks to be marked in the OneDrive that hadn’t yet been logged on the spreadsheet.

Notification of submissions came via individual emails and were easy to miss

When a learner submitted a workbook having completed the EDC course, a notification was sent to Nick, Katie and Mel’s email accounts from a Microsoft Forms account email address. These emails could sometimes be overlooked as they existed alongside other emails in individual inboxes, meaning the step to log the submissions in the Excel spreadsheet was delayed.

Returning marked workbooks from individual email accounts made it tricky to keep track

When marking of a workbook was complete, the marker (either Nick, Katie or Mel) composed an email to the learner with the marked workbook as an attachment. In some cases, learners replied directly to Nick, Katie or Mel either with comments in response to their workbook or with feedback on the EDC course or process. As a team, it was helpful to keep track of these interactions with learners as they were a valuable source of feedback, but this was difficult to achieve in a streamlined way since the responses were held in individual email accounts.

There wasn’t an easy way for the team to share marking and feedback approaches

As they marked more and more workbooks, Nick, Katie and Mel developed more and more efficient ways of handling workbook marking and feedback issuing. They shared best practices through meetings and calls but it was clunky to keep track of the tips and techniques they had found since the marked workbooks were passing through individual email accounts.

Issuing digital badges required learners’ UUNs which needed to be manually extracted

Once the marking was complete and the feedback issued, the final step was to issue an EDC digital badge to the learner. This process was managed by the UX team using the learner’s email address to assign the badge. If the learner had submitted the workbook using their alias email address, there was an additional step for the marker to find their UUN email address in order to award them their badge.

We identified ways we wanted to automate and streamline the process

Since the end-to-end process was handled entirely by Microsoft products, using learner data available in the same system, we felt that it should be possible to streamline and automate certain aspects of it. We mapped out a wish-list of areas to improve, largely focused on alleviating active effort required from the team, and on automating aspects of the process that were prone to human error associated with the manual data handling. These were as follows:

• Workbook submissions automatically dropping into a central location to be marked without the need to log them in a separate spreadsheet
• Correspondence regarding workbook submissions (including notifications, sending out marked workbooks and emailed feedback responses) centrally handled through a single, universally accessed account
• Learner data associated with workbook submissions automatically formatted to facilitate returning marks and feedback and issuing digital badges

With help from the SharePoint Solutions team, we were able to make improvements

Several of the UX team had researched the potential of Microsoft’s Power Automate to achieve the identified changes but we had little experience of using this service. We reached out to the SharePoint Solutions team and Richard Sharp, SharePoint Solutions Specialist helped us build a Power Automate flow handling data through a SharePoint site and a central EDC Online Course email account to achieve the automations we had requested, helping us optimise the process.

AI culture prompts us to embrace automation but it starts with reviewing processes

In an age where every day brings a new AI-powered innovation, there’s an inherent urge and temptation to seize opportunities to apply AI to our processes and procedures to free up human time and avoid human error. Identifying such opportunities must start with looking at the processes and procedures in granular detail, however.

In this case, AI intervention wasn’t an appropriate solution to the inefficiency problem, but as it turned out, going through the groundwork mapping out the process was still helpful to spark thinking about another automation mechanism to save our team time and effort.

Going through the EDC marking and feedback process diagnosis made me reflect on the broader value of applying AI thinking as a mindset shift to bring in new ways of thinking to old problems, to effect change making best use of the tools available to us.

AI tools to support content tasks are becoming more and more widespread. As part of my contributions to open-source Drupal I’ve been researching how to prepare and package content design and style rules that these tools can use effectively.

Using AI to help with content design tasks (and indeed, any other type of tasks) is now standard practice for many. As anyone who has experimented with it knows, the value the AI can provide is largely dependent on the prompt it receives, and the contextual data and information it is given to work with.

The way you provide your chosen AI with context affects the results you get

I have encountered two main methods for providing AI with context data. The first is the ‘prompt and pray’ approach, where you start with vague instructions and then engage in back-and-forth to drip-feed the AI the necessary information in the conversational turns. The second is the ‘context engineering’ approach, where you front-load information to proactive guide the AI, for example, defining its role, setting explicit goals, providing background and adding contextual constraints and rules.

Context engineering is more proactive than prompt and pray

Prompt and pray is better suited to a standard LLM interface or chat assistant (like ELM or Claude), and is the preferred choice when you’re looking to brainstorm and experiment, and are happy to take variable outputs. Context engineering relies on a more structured interface, designed to handle workflows (like Claude Skills) and is therefore the best choice if you’re looking for consistent, predictable outputs within set parameters, but it requires you to prepare your context data upfront, and for your chosen AI mechanism to have a way of handling it.

The Drupal Context Control Center is a management system for context data

Context data is a term given to the structured, site-specific knowledge – such as brand guidelines, regulatory requirements, editorial rules, and terminology – that tells an AI how you want it to work, to ensure its outputs reflect your actual preferences and standards rather than generic defaults.

In January 2025, our team was fortunate to spend a day of Drupal AI experimentation with specialist company Freely Give, in which we applied AI solutions to some of the web content management and design problems faced by the University. One of our experiments involved prototyping a basic style-guide checker into EdWeb2.

Read about this early experiment in my blog post:

An automated Editorial Style Guide? Experimenting with Drupal AI Automators

Looking back, this experiment was a very basic form of context handling, and since then, following the launch of the Drupal AI Initiative in June 2025, there have been rapid developments in thinking about AI and context. The Drupal Context Control Center (CCC) was initiated specifically for the purpose of enabling AI to handle context data and I am proud to have worked on its design, collaborating with Kristen Pol, Aidan Foster and others from the AI Initiative.

Read about the Context Control Centre on its project page on Drupal.org

To design the CCC architecture we brainstormed context application scenarios

Starting with a blank page, we started trying to come up with the main building blocks that the CC needed to have, but we found it very difficult. Drupal is phenomenally flexible which meant every function we wanted could be achieved in various ways. We quickly moved from thinking in the abstract to considering real-life scenarios when people would want to use AI to make use of context data to control what happened with their content which helped us tease out the tasks we wanted the CCC to support.

An example scenario was as follows:

Content creator wants to refresh a prospective student recruitment campaign. They ask the AI, integrated in the content management system, to help. Acting on the instructions, the AI prepares a sample campaign page which includes a slogan that doesn’t match the voice and tone and contains images from winter when the campaign is for summer. The content creator rectifies this by providing the voice and tone guidelines and updated imagery. The AI tries again, it’s better but this time there’s a word spelled differently from the style guide. The creator uploads the style guide rules. The page looks good, but the content creator wants another version to compare. The AI comes up with a version 2. The content creator wants to track interactions with the first version and swap to the second based on performance. To do this they connect their Google Analytics Acquisition reports and give the AI instructions of the thresholds to look for, to initiate the change.

We defined building blocks of the CCC and the relationships between them

Considering what would be needed to support the scenarios we came up with, we identified that the CCC needed to house several types of data and we thought about the dependencies and interactions the CCC would need to support.

1.     Data items that set out ‘the What’

First and foremost, the CCC needed to include the context items (rules and guidelines) such as:

• Brand guidelines
• Voice and tone rules
• SEO keywords
• Campaign or project briefs
• Style guide
• Image bank
• Pattern library

In addition, it needed to contain subcontext items (more refined versions or child/subsets of the context items) such as:

• New product brand guidelines
• Seasonal campaign copy
• Seasonal image set
• Landing page pattern set

2.     Data that set out ‘the When and How’

As well as the various sorts of rules and guidelines, the CCC also needed to include details of the circumstances and situations in which to apply them. Collectively, these were called the context scopes and they mapped out boundaries and constraints such as:

• Global (site-wide)
• Site sections
• Content types
• Use cases (for example – writing teaser copy, working with images)

3.     Mechanisms that control how agents select context

Connecting the ‘what’ with the ‘when and how’ relied on AI agents identifying context scopes and selecting appropriate context items to apply. For this to occur successfully, the CCC needed to include some means of facilitating as well as guardrails to steer suitable choices. These included:

• Context limits (limiters on numbers of context items and tokens)
• Scope subscriptions (agent configurations to define opt-in or opt-out)
• Target entities (specified content entities with context built-in)

We tried out terms in practice before deciding on labels

Labelling parts of interfaces is always tricky, particularly within Drupal where certain words have legacy meanings and, owing to its flexibility the functionality associated with terms may change over time. It was especially important to make careful label choices for the different parts of the CCC architecture, given its anticipated universality.

To inform my work on the CCC I decided to re-read ‘Design by Definition’ by Elizabeth McGuane, which book sets out and appraises a range of approaches for deciding upon terminology, labels and names for objects.

When choosing a name to fit a system, the author recommends appraising the options against three criteria:

• Novelty – how standard or unique the name needs to be
• Flexibility/mutability – how well the name works in different contexts
• Memorability – how easily the name is recalled

Applying this idiom helped us decide upon several key CCC terms, including:

Context item: any piece of information fed into an AI powered mechanism (typically an agent) to help the AI’s working memory to produce responses and outputs that are accurate and tailored to the users’ requests.

Context source: origin of any piece of information fed into an AI powered mechanism (typically an agent) to help the AI’s working memory to produce responses and outputs that are accurate and tailored to the users’ requests.

For the CCC to work as intended, inputs need to be machine-readable

With key parts of the CCC defined and the architecture mapped out, we started to consider how well the CCC could handle variations of context data loaded into it. This required us to think more broadly about how AI makes sense of information.

In the excellent book ‘Machine customers: The evolution has begun’ by Katya Forbes, the author outlines many use cases where people enlist AI agents to take care of tasks for them and diagnoses the underlying factors necessary for the AI to satisfactorily work on behalf of the people concerned.

In one such use case she breaks down the stages required for a human to take a purchasing decision compared to a machine.

For a human to decide on a purchase, they go through the following stages:

1. Awareness – ‘I have a problem’
2. Interest – ‘This might solve it’
3. Consideration – ‘Let me evaluate my options cognitively and emotionally’
4. Intent – ‘I’m leaning toward this choice’
5. Purchase – ‘This feels right’

For a machine to decide, the stages are different:

1. Query initialisation – parameters received ready to begin search
2. Discovery – options identified that meet basic criteria
3. Evaluation – comparing options against weighted parameters
4. Verification – validating performance claims and reliability
5. Selection – optimal choice identified based on data

From this comparison use case, it is clear that designing contextual data such as guidance documents to be used by AI requires a different approach to designing content to be read by humans. In particular, writing guidance information that relies on sentiment and/or subjective interpretation will be lost on AI and therefore not applied in the ways intended.

In its current form, our Editorial Style Guide is only partially AI-ready

Last year, in the early days with ELM, members of the UX Service tested ELM’s ability to apply the rules of the style guide to check content. They found it had limited success and found that in some cases, ELM applied its own rules to checking the content which couldn’t be traced to the style guide. Reviewing this experiment in light of the machine customer journey, it becomes clear that for an AI like ELM to faithfully and consistently apply style guide rules, the rules need to be written in a way that demands minimal interpretation, in other words, a deterministic way.

Read John Wilson’s blog about experimenting with ELM and the style guide:

Testing ELM’s ability to return useful results with prompts about the Editorial Style Guide

Adopting a ‘machine-first’ lens to the Editorial Style Guide to analyse content in selected sections, it is possible to pull out some of the deterministic (automatable) rules to compare with non-deterministic (requiring judgement) ones.

Analysis revealed deterministic and non-deterministic rules in the Editorial Style Guide

I completed a quick review of three sections of the style guide to assess how AI-ready they were.

1. In the Headings and page titles section

Deterministic rules:

• Do not skip heading levels
• Do not use H5 or H6 headings (maximum four levels)

Non-deterministic rules:

• Use word and language your users will be looking for and familiar with
• Write descriptive headings – avoid vague words

2. In the Acronyms and abbreviations section

Deterministic rules:

• Do not put full stops or spaces between letters of an acronym
• Do not abbreviate Professor to Prof
• Do not use eg, ie or etc

Non-deterministic rules:

• Spell out acronyms multiple times on long pages or pages with accordions
• Well-known acronyms don’t need spelling out
• Use abbreviations only when better known than the full version, or when space is limited

3. In the Links section

Deterministic rules:

• Do not use a URL as link text
• Do not use ‘click here’, ‘more information’, ‘learn more’ as link text
• Put links on a new line, not inline in a sentence

Non-deterministic rules:

• Add details about what a link will do (open in a new tab, require a University login) where relevant
• Avoid duplicating links where you can
• Reserve button styling for the most important links

Going through this short exercise with our style guide established that before we can make valid use of AI-powered features like the CCC, there is preparatory groundwork required to some of our content design guidance and rules more AI-readable, and potentially to create a new machine-readable version of the Editorial Style Guide.

I’m looking forward to investigating the potential for the CCC at the University

My work with others in the Drupal community on the CCC has led to a successful release of a beta version, with a release candidate coming soon, planned alongside the regular Drupal AI module release cycle.

Building on our early AI experiments with the style guide, I am keen to lead the UX team to explore the CCC’s potential to handle and apply editorial rules within a Drupal-powered CMS like EdWeb2. Our previous research with web publishers tells us that applying the style guide consistently can be genuinely difficult, and as AI-powered content design tools like the CCC continue to emerge, there is real opportunity to put this to work on the challenges our publishers face.

Read about our previous research with publishers about using the Editorial Style Guide

An analysis of responses to our Editorial Style Guide survey by Hannah Watson

Usability testing the Editorial Style Guide site by me in my previous Content Designer role

Full automation of good content design is unlikely and undesirable but it may be possible to offload some of the more straightforward rules to an AI mechanism like the CCC, freeing publishers to focus their attention on the trickier aspects of content preparation. Taking a machine-assisted view will also provide the chance to revisit existing non-deterministic rules to assess whether some could be made more granular, broken into sub-contexts or context scopes for more precise application.

In line with our broader aim of improving the tools available to content publishers, I am excited to see what the CCC can offer for real-world content design challenges at the University.

 

It’s been a whole year since we launched the new and refreshed Effective Digital Content online course. To celebrate the one-year anniversary I thought I would reflect on how the year has gone, share a bit more about what we’ve learnt along the way, and what is coming next.

If you are keen to read more about the development of the course up until the launch date, you can take a look at our previous series of blogs.

Effective Digital Content blog series

Over 350 people have completed the course in the last year

The aim of the Effective Digital Content course has always been to share content design best practice across the vast University web publishing community. We are really happy that so many people have successfully completed the new version of the course, particularly given the new workbook element which we appreciate comes with an additional time investment. It shows a real willingness from the web publishing community to learn more about how to create effective web content.

As a result, over 350 Digital Badges have been issued under the University’s Digital Badge scheme ‘BadgEd’. Again, this is a real positive in terms of showcasing continuing professional development within our publishing community and we’ve seen people sharing their badge with their networks on LinkedIn.

Effective Digital Content badge details

The course workbook – reaping the rewards of trying something new

We’ve written in previous blogs about the decision to add the new workbook element to the course. For us this was very much a case of trying out something new, as it wasn’t something that had been explored in previous versions of the course.

The workbook idea was born out of a wider project to rethink our content design training approach. The key premise of the workbook is to provide a chance for people to apply the course principles to their own context and receive feedback from someone in the UX Service.

Practical application of the course principles with the opportunity to gain valuable insights from the UX Service was something we had seen work really successfully in our Content Improvement Clubs (our regular meet ups for anyone who publishes web content at the University). The task of delivering this at scale given the ratio of UX Service team members to web publishers was quite a daunting task, but one which I’m pleased to say has been a great success.

Over the last year 350 people have completed the workbook and received personalised feedback from the UX Service on their submission – no mean feat from either side!

We’ve had positive feedback about the personalised workbook feedback

We are so pleased with how the workbook has been received and the effort people have taken in completing it. We’ve seen people updating and improving their web pages as they complete the workbook exercises and in response to the tailored feedback we provide. It has been really rewarding to help facilitate and see tangible positive change in this way.

Here’s what a couple of people who have taken the course have said about their experience of completing the workbook.

I enjoyed completing the workbook as it allowed me to reflect on the various aspects of the course. Receiving feedback on the workbook was a great addition and not something I’ve had in other training courses I’ve completed.

Whilst time-consuming, this was very valuable as it really enabled engagement with the material, enhanced my learning and I feel confident in updating the web page I am responsible for now. The feedback was helpful too, thank you.

We’ve gained valuable insights from reviewing the workbooks

The UX Service have also found it incredibly useful to hear directly from publishers through their workbook answers. The process of reviewing and responding to each submission has provided invaluable insights which can help us to enhance the training we provide by responding to topics and areas which we know are most relevant.

Since the launch, we’ve also made further improvements to the workbook activities as well as the course modules in response to feedback we’ve received.

Taking on the task of reviewing each workbook has been a significant new workload for the team and we’ve been on quite the learning curve. However, we are pleased with how collectively we’ve taken on the challenge and the feedback turnaround times we’ve managed to sustain.

We are evolving and refining our processes to keep up with increasing demand

As demand for the course continues to grow from colleagues across the University, we are looking at ways to refine and automate some of the administrative processes involved in receiving and logging workbook submissions. This is to ensure we can continue to provide tailored feedback to an even larger number of people across the University.

We are developing the course for the Short Courses platform

Following a showcase of the course at the UCISA UX Community Day in September 2025, we received interest in the course from the wider Higher Education sector, with colleagues from other UK universities requesting access to the course content, so that they could apply the concepts to content publishing in their respective institutions.

In response, we are currently working with colleagues to deliver a proof-of-concept course for the Short Courses platform by summer 2026. You can read more about how we are repositioning the course for an external audience in Emma Horrell’s blog.

Repositioning Effective Digital Content as a short online course: A product approach

How to take the course 

If you’d like to take the Effective Digital Content course, you can find more information on our course page, including a link to enroll through People and Money.

Effective Digital Content 

Progressive thinking about inclusive content combined with a review of our content design tools prompted us to look at the effectiveness of our Inclusive Language Guide. Before we could think about improving the guide, however, we needed to ensure staff knew it existed.

Since the relaunch of our Effective Digital Content course last year, and following a succession of content improvement club sessions regularly attended by web publishers and content creators, it’s been gratifying to see more and more University staff learning about content design and putting theory into practice. The raised awareness and interest gave the UX team cause to review the guidance we direct staff to follow, to check that it’s as clear and easy to apply as possible.

The Inclusive Language Guide (ILG) was published In June 2022, following months of careful research, investigation and analysis by Ari Cass-Maran, former Senior Content Designer of the UX Service. Nearly 4 years on, amidst increasing UX and content design maturity, it was timely to revisit the guide with a view to improve it. Before we could think about improvements, however, we firstly needed to appraise how well the guide was known and being used by University staff.

Read more about the origins and publication history of the Inclusive Language Guide in Ari’s blog posts:

Inclusive Language Guide

Inclusive Language Guide: how we co-designed with our community as part of a human-centred Design System

Inclusive language awareness and practices have advanced since we published our guide

Since 2022, there have been many positive developments in inclusive language practices and approaches in the public sector and beyond. In November 2023, members of the Home Office Digital team created inclusive language guidance as part of their goal to embed diversity and inclusion into their research and design practices. In September 2024, the Department for Education published the first release of an Accessibility and inclusive design manual and initiated research to learn how easily users could find information within it, with a view to making improvements for a second release. Further afield, in 2024, the Council of Europe published inclusive language guidelines and the European Institute for Gender Equality published ‘Words Matter’ a guide and associated toolkit designed to encourage more gender inclusive language practices. Content-design publications like ‘Considerate Content’ by Rebekah Barry and ‘Designed with Care: Creating Trauma-informed content’ by Rachel Evans and contributors helped shed light on practical ways to prepare content in more sensitive ways, for example, taking into account needs associated with neurodivergent conditions and needs triggered by previous difficult experiences. On a more conceptual level, Karen Yin’s book ‘The Conscious Style Guide: A Flexible Approach to Language that includes, respects and empowers’ prompted a philosophical approach to inclusive language use, going beyond lists of ‘do’s and don’ts’, instead, calling for engagement with changing cultural norms to make decisions around language use within a framework guided by content, context, consequence, complexity and compassion.

Read about some of the developments in inclusive language practices:

Conscious Style Guide website

Inclusive language by design, published 22 November 2023 on the Home Office Digital blog

Accessibility and inclusive design manual blog, published 29 October 2024 on the GOV.UK website

Guidelines for the use of language as a driver of inclusivity by the Council of Europe

Words Matter: Supporting Gender Equality Through Language and Communication, published by the European Institute for Gender Equality

Before we could make improvements, we needed to understand the guide’s current use

Working in UX, with its overarching aim of making things better for people, it can be tempting to track developments in user-centred design and apply emerging thinking directly to the work in front of you – in this case, the iteration of our Inclusive Language Guide. But to make changes that are meaningfully impactful, it is often better to pause first and understand the current state in order to plan accordingly. In this instance, that meant taking time to assess how our existing guide was performing – to find out whether it was known, adopted, and being applied by  University staff with content publishing responsibilities.

Appraising the guide’s effectiveness involved assessing receptiveness, discoverability and findability

We weren’t certain whether staff knew about the Inclusive Language Guide, let alone whether they were using it. In order to find this out, we identified two broad categories of behaviour that would indicate successful engagement with the guide.

The first related to receptiveness – did staff realise the need to write inclusively, or recognise that inclusive language was something they needed to think about at all? , in other words,  that inclusive language was’a thing’?

The second related to information-seeking- once staff had identified the need, how did they go about addressing it? The answer depended on whether the guide was findable (for those who knew it existed) or discoverable (for those who didn’t).

These behaviours mapped neatly onto a framework from an old but still salient blog post from 2006, in which Donna Spencer wrote about four modes of information-seeking:

• Known item seeking – looking for something specific you know exists
• Exploratory seeking – browsing when you have a general sense of what you need
• Don’t know what they need to know seeking – no clear awareness of the gap or what would fill it
• Re-finding seeking – locating something you’ve accessed before

Four modes of Seeking Information and How to Design for Them (Boxes and Arrows blog)

When it came to the Inclusive Language Guide, the staff who already knew it existed would draw on known item seeking or re-finding behaviours, and if those succeeded, the guide could be considered findable. Those who had identified a need but didn’t know the guide existed would rely on more exploratory methods, and if those succeeded, it could be considered discoverable. Our research needed to probe for all of these.

We developed a scenario-based test to understand perceptions and expectations around inclusive language

Before beginning any piece of research, the UX team thinks carefully about what we want to learn, framing our intentions as explicit research questions. Working together, Mel Bacharj, Content Design Assistant, and I identified three core questions to guide our research:

• Do staff know the guide exists and the type of guidance it includes?
• Do they know what it can help them with?
• Can staff recognise situations where it would be useful to them?

Drawing on UX and product literature, we identified a scenario-based approach as the right method for testing whether staff felt a genuine need for the guide. Rather than asking directly about the guide itself, we would present participants with a content preparation scenario where the guide’s rules could apply, and observe whether they recognised the need unprompted. This approach is grounded in the principle of ‘talk about their world instead of your idea – described by Rob Fitzpatrick in the book ‘The Mom Test: How to talk to customers and learn if your business is a good idea when everyone is lying to you’ – which cautions against asking people about a product or tool directly, since doing so tends to invite polite, unhelpful answers.

From there, the research followed a logical sequence. If participants identified a need for guidance on writing inclusively, the next stage would ask how they would naturally go about finding that information – testing whether the guide was discoverable. If they located it, the final stage would assess whether they could find relevant guidance within it to help them write inclusively in the content preparation scenario we had tasked them with.

Based on initial findings, we’ve improved the guide’s visibility by adding it to key websites

Following our research plan we conducted testing with staff volunteers and the results were insightful – revealing staffs’ current perceptions, expectations and understanding of inclusive writing practices. Further, more detailed analysis will follow, however, having watched participants search for inclusive language guidance, an primary research finding was that the guide was not that easy to find.

We wanted to act upon this finding as soon as possible, so we reached out to relevant site owners and have now successfully added a link to the guide from the following webpages:

Disability Information | Help | Information Services – Linked from the question: ‘How do I make sure I use the right words to write about disabilities and disabled people?’

Helpful links | Help | Information Services – Added to the list of resources

The Social Model of Disability | Health & Safety | Health and Safety Department – Linked from a paragraph ‘The University’s Inclusive Language Guide contains advice about how to write about disabilities and disabled people’.

Staff EDI Learning | Equality, Diversity & Inclusion | Equality, Diversity and Inclusion – Linked from the Available Learning section

Further Reading and Learning | Equality, Diversity & Inclusion | Equality, Diversity and Inclusion – Added to the list of resources

Resources – by topic | Institute for Academic Development | Institute for Academic Development– Added to the list of resources

With the guide linked from more places, we are in a better place to work on improving its content, to ensure it can be found and used more effectively by those preparing content for the University.

A question has been doing the rounds recently: do we actually need site search?

It’s a fair question and one I have been giving a lot of thought to. With AI-powered summaries increasingly answering queries before users even reach a website, and with navigation that, when it works, can get people where they need to go, it’s reasonable to ask whether a search box is still earning its place.

I want to make the case that not only do we still need it, but that there is more we could be doing to hear what it is telling us, and that in a changing web landscape, the stakes of getting this right are higher than they might appear. This is my take on that question.

The visitors who remain are asking harder questions

AI-powered search, Google’s AI Overviews, Bing’s Copilot, and a growing ecosystem of assistants are increasingly handling the easy, surface-level queries. What are the entry requirements? Where is the main library? When does the term start? Users may well be getting their answers without ever clicking through to a website.

The people who do arrive are doing something more complex. They’re navigating nuance, completing a task, or looking for something specific that a summary couldn’t resolve. They are, almost by definition, higher-intent users, and they are maybe more likely to reach for the site search to find what they need.

This is where the opportunity lives. But there’s a subtler risk worth naming first.

We don’t control what AI says about us, but we control what happens when someone arrives

When a user asks “how much does it cost to study at the University of Edinburgh?” in Google or Bing, the AI summary doesn’t necessarily draw from our content. It synthesises from whatever it finds, and that might include a comparison page from a competitor institution that frames us as the expensive option, or an aggregator working from outdated figures. The user absorbs that framing before they’ve visited us at all.

This matters because users arrive with expectations already shaped. If our site then delivers a confusing, hard-to-navigate experience that doesn’t quickly surface authoritative answers to the questions they came with, we’ve failed twice: once in the AI layer we don’t control, and once on our own platform where we do control the content.

A strong on-site search experience is part of the answer. When users can quickly find accurate, up-to-date information on our platform, in our voice, with our context, we’re not just serving them better. We’re giving them a reason to trust our content over whatever summary brought them here. That matters especially for high-stakes queries around fees, entry requirements, and outcomes, where a third-party framing in an AI summary could genuinely influence a decision.

But here’s the question I keep coming back to: how would we know whether we’re actually delivering that? How confident are we that when someone arrives and searches for fee information, or scholarship options, or how to apply, they’re getting a result that reflects our best, most accurate content and not something buried, outdated, or missing entirely?

That’s where site search starts to feel like something more than a navigation tool.

Site search as a content performance monitor

A search tool you control gives you a feedback loop that no external analytics can replicate. Search logs tell you what people came looking for and couldn’t find through your navigation or from an AI summary. That’s not just useful data, it’s a content audit running continuously, written by your users.

Queries with no good results point towards content gaps. Repeated searches for the same thing might signal a labelling or findability problem. High search volume on a topic you thought was well-covered could mean the content exists but isn’t structured in a way that surfaces it.

Unlike external analytics, which tells you what happened, site search logs can tell you why: what someone was trying to do when they gave up, clicked away, or drilled deeper.

Interrogating both sides of the search

The real power, as I see it, comes from owning the full picture: what goes in, and what comes out.

On the input side, you have user queries, unfiltered, unsanitised, and often surprisingly candid about what your content is missing or getting wrong.

On the output side, you have the results your search returns: which content is being surfaced, how confidently, and whether it’s actually relevant. A query returning weak or irrelevant results is a signal. A query returning nothing is a louder one.

When you can interrogate both ends of that pipeline, you can start to close the loop. You can identify underperforming content before a user gives up on it. You can spot where your taxonomy doesn’t match how people actually talk about things. You can track whether content improvements change what gets returned for a given query. And critically, you can start to test whether your most important content is performing as you’d hope, including the answers to the questions AI is already being asked about you.

This feels like a feedback mechanism that no external tool can give you, grounded in what your users searched for, on your platform, against your content.

There is an argument that site search itself could go further, using ELM to surface AI-generated summaries grounded in our own content, rather than leaving that layer entirely to Google and Bing. But that is a conversation for another post.

Content quality sits at the foundation

Site search can surface problems, but fixing them is a separate conversation, one about content ownership, editorial process, and where responsibility sits. What site search data can change is the evidence base for that conversation. Instead of relying on assumptions about what content is needed, or waiting for user feedback to trickle in, there’s a continuous signal available.

Good titles, clear headings, accurate metadata, and well-structured content aren’t just best practices. They’re what make that signal readable. The better the content is structured, the more faithfully a search tool can reflect what’s actually there, and the more useful its logs become as a diagnostic. It also stands to reason that when AI systems draw on that content, they’re drawing on something accurate and well-framed, rather than leaving the field open to whoever has structured their content better.

Rethinking what success looks like

If AI is handling the top of the funnel, raw session volumes seem to me to be an increasingly unreliable measure of whether a web presence is doing its job. Site search offers a different kind of evidence: did people find what they were looking for? What were they looking for that wasn’t there? Where did the content let them down?

These feel closer to the questions that actually matter, and a well-instrumented site search can start to surface them.

Back to the question

So, do we need site search?

My view is yes, but perhaps not only for the reason you might expect. It’s one of the few tools we control that can tell us, in our users’ own words, what our content is and isn’t doing. When users arrive, already primed by AI summaries we had no hand in, it’s often the fastest route to the authoritative answer we’d want them to find. And without it, we’re largely guessing whether our most important content is performing as we’d intend.

In a web landscape where external signals are becoming less reliable, that feedback loop seems more valuable, not less.

The question isn’t whether we need it. It’s whether we’re actually listening to what it’s telling us.

Last month I was honoured to receive a national award for Outstanding Leadership from industry body UCISA, recognising my work driving positive change through UX. This achievement prompted me to reflect on my experiences leading UX in different realms over the past few years, and to think about what UX leadership means to me.

At the start of 2025 I was asked to step up to a senior leadership position within the global open-source Drupal community. Drupal, the primary content management system used by the University, has a long-standing reputation for being developer-centric and, coinciding with the launch of a new low-code site-building product, they needed help to steer it towards non-technical audiences.

Without thinking too hard, I jumped at the opportunity. I knew it wouldn’t be easy but I was motivated by the chance to use UX as a force for positive change. I didn’t really have much of a plan, but I was confident I could draw on the UX knowledge and experience I had and figure out ways to make things better. Looking back, this represented a milestone in my UX leadership journey and my broader approach to leadership.

I took over running the University UX Service in October 2022. At the start of 2023, I was a UX team of one and I needed to recruit some team members to rebuild and re-establish the service. I was fortunate to be able to bring in some amazingly talented people to work in my team and with their help, and with some successes, failures and near-misses along the way, was able to transform the UX Service into what it is now – a thriving unit delivering sustained value for the University, one improved digital experience at a time. With that behind me, at the start of 2025, I was open to new opportunities to stretch my leadership capabilities. I had accepted that I would get things wrong before I got them right, but I was drawn for the associated learning, which I recognised would help make me become a better all-round leader.

As it turns out, 2025 became quite the year. I won the Women in Drupal Define Award (in October 2025), and the inaugural UCISA Outstanding Leadership award (in March 2026). Taking on the challenge of leading UX in Drupal paid off in more ways than I could have anticipated. Seeing my work bring about positive UX change in Drupal provided me with a renewed sense of purpose in my job leading the University UX Service, as well as in my roles running the UCISA UX Group and contributing to W3C. I’ve boiled down my thoughts on what successful UX leadership looks like for me into three reflections which I’ve turned into action points to take forward as I progress in UX leadership.

UX needs an adaptive leadership approach, and you always need to promote UX value

When I run brainstorms for UX events with the UCISA UX Group committee, ‘Getting buy-in for UX’ is a topic that regularly comes up. How do we get senior decision-makers to invest in UX? Surely making digital services, products and systems more user-centred is something everyone wants?

Well, yes, but it’s complicated. UX can be disruptive. UX research reveals problems, and once problems are unearthed, there’s an obligation to address them, and that requires time, resource and effort which may not be readily available.

Keeping this in mind helps me shape my UX leadership approach. When I’m contributing to Drupal, I take into account that Drupal is a volatile, fast-moving, open-source community, where new ways of thinking and novel ideas are the norm. There is room for UX amongst the many other forces driving change. The Drupal community has autonomy to make changes and is a solutions-powerhouse, ready to react and respond to the needs and demands arising from UX research. Taken together, this mean I can effectively lead UX in Drupal by presenting and talking about UX on a conceptual level, conducting UX research and openly sharing the findings to prompt and rally the community around making user-centred changes.

Leading UX in the public-sector context of the University context needs to be handled differently. Before initiating any UX research activity, I take time to understand the nuances of a situation, to anticipate the context-specific value UX may bring, and honestly assess the resource and commitment required to achieve that value.

The UX Service receives many requests for UX help, but a fraction of the requests we receive are not progressed, meaning digital experiences that could be improved are left unchanged. I recently led a retrospective with my UX team to understand reasons why, and to look for patterns. We concluded that in a number of cases, there is a gulf between people’s expectations of what UX improvement involves and the reality of making improvements happen. This gap is often what causes teams to abandon their UX plans.

This insight shapes how I lead UX at the University. Rather than describing it in purely conceptual terms, I make a point of bringing teams into the practical reality – the sometimes messy, non-linear steps required to achieve improved UX. Leaning on  the persuasive power of word-of-mouth, myself and my UX team take every opportunity to cite and promote successful case studies and testimonials from teams we’ve worked with, demonstrating the real-world value UX brings, and praising teams that choose to apply agency and sustained will to make things better, acting on what they’ve learned from user research.

If you’re going to be a good UX leader, you need to be worth following

As part of her talk at the UCISA Leadership Conference in March 2024, the inspirational rugby player Maggie Alphonsi shared a short video of a person dancing alone at an outdoor event to make a point about leaders and followers. As the seconds ticked by, another person joined the first dancer, and then another and another until a crowd formed. I reflected that being a leader (akin to being the first dancer) is a lonely existence unless people follow you, and that doesn’t come as a given, it all depends on your actions and the impression people have of you, and whether they can meaningfully relate to you.

Since UX is universally applicable, leading it effectively requires more than UX expertise alone. In the service dominant logic model, value only emerges when operant skills (in this case, UX skills and techniques) are applied to operand resources (digital experiences to be improved) through genuine partnerships. Successful partnerships depend on trust and shared understanding, which in turn rest on contextual knowledge and empathy. To lead meaningful UX improvements, I need to retain a constant understanding of what good digital experiences look like, and that means stepping out of the UX bubble to engage with emergent technologies, developing standards, market forces and digital trends.

Distilling down the focus of UX down to ‘making digital experiences better’ leading UX carries a perpetual invitation to innovate, and to seek creative ways of addressing problems. I approach this with a magpie’s mentality – actively scanning to learn about anything that might help me do my job better, whether that’s a change framework, a data modelling tool, an assessment approach. My radar is deliberately wide and I opt not to stay in my lane, always aspiring to grow my sphere of knowledge, influence and connections, motivated by the learning rewards and staying true to the mantra: ‘to get different results, do things differently’.

The breadth of that knowledge pays dividends. As a UX leader, stepping outside familiar territory and taking a genuine interest in different fields puts me in a stronger position to build partnerships across a wide range of spheres — and to respond intelligently to the UX challenges that arise within them. Technology is constantly evolving, as are human needs from it. So I never turn down an opportunity to learn. Furthermore, adopting a humble position of learner means I can absorb knowledge freely, without the constraints of defending expertise I’ve already declared.

Managing and growing partnerships, is of course, just one dimension of UX leadership. In his Driesnote recorded at DrupalCon Chicago 2026, highly-respected Drupal leader (and all-round duderocker and legend) Dries Buytaert reflected on his own leadership journey, describing how his drive and ambition for building and growing open-source Drupal led to him becoming an ‘accidental leader’.  I reasoned that, being an effective leader needs an inherent passion, goal and inner sense of worth, which emulates to others like the energy from the lone dancer, drawing them to follow.

As a UX leader, you’re responsible for shaping future UX leaders

I take my leadership roles very seriously, and I am committed to using my position as a platform to support and encourage widespread adoption of UX approaches and practices. My goal as a UX leader is not just to convince people of UX’s value, but to inspire them to practise it and learn for themselves.

When I was invited as a guest lecturer to speak about running the University’s UX Service to students from the University of Edinburgh Business School, I emphasised the time and effort I devote to building operational capability – in other words, thinking bout the future, and pre-empting needs and demand for improved digital services and developing a strategy to address these in a sustainable way.

A core part of my UX Service strategy is a UX coaching model, built in response to a clear reality – there will always be more user experiences to improve than there are UX professionals to improve them. Coaching others in UX techniques and approaches is an effective way to address the imbalance. When colleagues have the ability to carry out UX research to diagnose UX problems themselves and then apply UX techniques to address them, it’s a win-win. Not only are more  digital experiences improved, problems are caught earlier and UX becomes firmly on the radar.  Democratising UX skills through coaching embeds UX capability, driving a future-state mindset where UX is part of normal software and digital management processes and procedures across the institution.

As well as converting colleagues to the UX cause, there’s the next generations of UX leaders to consider. In summer 2026, the UX Service will continue working with interns and we will grow the number of student workers in our team from three to four. As in previous years, I am excited for the opportunity to support and learn from these emerging UX leaders, to encourage them to bring  their new ideas, provocations and thoughts on how we can do better. Because when it comes to UX leadership, there are always ways to do things better and therefore continual opportunity for motivation and drive.

Here are some photos of my UCISA award and me

I was unable to attend the UCISA Leadership Summit when my award was presented, but it was transported back to me to enjoy and celebrate after the event.

 

 

Content Improvement Club is our regular meetup for web publishers. In our March session, with a focus on accessibility, we explored how effective use of links and headings can make content easier to navigate and use. 

Accessible content is effective content

Accessible content is simply effective content. If people cannot access, understand or use what you’ve published, then it isn’t really doing its job. As the amount of online content continues to grow, making sure it works for everyone becomes increasingly important. We also see accessibility as a shared responsibility. Anyone creating or publishing content can make a positive impact.

Small changes can have a big impact

This session focused on practical improvements. Clear link text and well-structured headings help users process information quickly and navigate more efficiently, particularly people using assistive technologies.

These are small changes that do not require technical expertise, but they make a significant difference.

Accessibility and legal compliance

While we focused on practical changes, accessibility is also supported by a legal framework, including the Web Content Accessibility Guidelines (WCAG).

WCAG

Links and headings are still common accessibility issues

WebAIM’s annual survey shows that many accessibility issues remain widespread, often rooted in how content is written and structured.

Screen Reader User Survey #10 Results (WebAIM)

From the data, links and headings stood out as two practical areas to focus on. They are part of everyday content creation, quick to review and relatively easy to improve.

We have covered these topics before, but we wanted to take some time to focus specifically on links and headings considerations from an accessibility angle.

Designing for screen reader users benefits everyone

Assistive technologies such as screen readers convert content (such as text, buttons, images and other screen elements) into speech or braille. This allows blind or partially sighted users to access the same information as sighted users.

In the session, we focused on how screen reader users experience content. Designing with them in mind has a much wider benefit. What improves content for screen reader users also improves the experience for people using other assistive technologies and often for all users.

Demonstrations using JAWS

To support this, we included demonstrations using JAWS (Job Access With Speech), a screen reader. These showed how content is interpreted by assistive technologies.

These demonstrations are only part of the picture. Screen readers are complex, and people use them in different ways. They do not represent every user experience, but they are a useful way to build understanding.

Making links more accessible

Clear link text helps users:

• predict what will happen when they open a link
• find the content they need more quickly
• avoid opening content that isn’t relevant

Replace raw URLs with meaningful link text

One of the most common issues we see in content is the use of raw URLs (or web addresses) as link text. Raw URLs can create usability and accessibility issues. They are difficult to interpret and screen readers read them character by character, which can be slow, frustrating and unclear.

Clear link text is much easier to understand and navigate, especially for people using assistive technologies. Instead of using a full web address like ‘https://www.ed.ac.uk/’, use meaningful text such as ‘University of Edinburgh’.

We demonstrated how replacing them with descriptive link text improves accessibility by looking at some examples. This included using JAWS recordings to compare how raw URLs and descriptive links are experienced by a screen reader user. Here’s an example from the session:

Raw URL version: ​

Link text version:

This helped highlight how adding meaningful link text gives users a clearer and more immediate understanding of where a link will take them.

Link text must make sense on its own

Screen reader users often navigate by jumping from link to link or by viewing a list of links on a page. This means link text needs to make sense out of context. It should be clear, predictable and meaningful on its own.

Avoid vague phrases such as ‘Click here’ or ‘More information’. Instead, include key details about where the link will take the user.

Again, we considered some examples to showcase what we meant:

• Vague link text: ‘Click here’
• Improved link text: ‘Click here to book a ticket for the event’
• Best link text: ‘Book tickets for Content Improvement Club (opens in a new tab)’

We also discussed the importance of making each link distinct when linking to different destinations. For example, there may be multiple links to different sets of teaching materials or slides. Instead of using the same generic link text, like ‘Slides’, across the board, you can improve clarity by adding context:

• Vague link text: ‘Slides’
• Improved link text: ‘Lecture slides (Week 1)’
• Best link text: ‘Lecture slides (Week 1): Course introduction’

During the session, we compared how these links appear in a screen reader’s list view. This helped show how important clear link text is when experienced out of context.

Position links on a new line

University style is to place links on a new line, usually below the relevant paragraph, rather than embedding them mid-sentence.

This makes it easier to write link text that works on its own and helps users who navigate from link to link.

Making headings more accessible

Headings do more than break up text visually. They create a structure that helps users understand content and navigate efficiently, particularly those using screen readers.

Do not skip heading levels

Headings are structured in levels, typically from Heading 1 (H1) down to Heading 6 (H6).

Each level should follow a logical order. For example, use:

• H1 for the page title
• H2 for main sections
• H3 for subsections

Skipping levels can make navigation more difficult for screen reader users, who rely on a consistent structure.

We looked at an example from a University page to demonstrate correct heading structure.

Seeing this in a real life context made it clearer how heading structure organises a page and supports navigation and understanding.

Headings reflect content hierarchy, not style

Headings have visual styles, but they should not be chosen based on appearance alone. Use headings to reflect the structure and importance of content, not to make text look bigger or stand out.

If you need to emphasise content, use alternatives such as bold text or feature boxes rather than misusing heading levels.

A way to check heading levels

During the session, we demonstrated the W3C Heading Checker, which we often use to review headings.

W3C bookmark tool for checking headings

This tool provides a quick way to review page structure and flags any skipped heading levels in its checks. In groups, we used this to quickly assess headings across our own pages, evaluating headings and making suggested improvements.

Guidance on links and headings in the style guide

The UX team has been reviewing and updating the University’s Editorial Style Guide. It includes detailed guidance on links and headings, expanding on the points in this post.

Guidance on links in the editorial style guide​

Guidance on headings in the editorial style guide

Our next Content Improvement Club

In our next session, the topic we’re covering is:

Editing that works: nine techniques for improving content

In the session, we’ll practise using a nine-step editing process to improve web content.

Date: Wednesday 22 April 2026

Time: 2pm to 3:30pm

Place: Edinburgh Futures Institute, Room 1.52 (in person only)

Content Improvement Club: 22 April session

How to hear about future sessions

We promote these sessions via our mailing list. If you’re interested, please sign up:

Join the UX and Content Design mailing list (University login required)

Suggest a topic for a future session

We’re keen to continue covering topics that colleagues across the University would find useful. It would be really helpful if you could let us know any ideas you have using this form:

Suggest a topic for Content Improvement Club (University login required)

Other training that we offer

More training is listed on the User Experience Service website:

Training | User Experience Service