Qualifying for merit is a competitive and contentious process in higher education. Many merit structures are based upon traditional faculty evaluation systems which do not reflect the changing nature of higher education and thus, yield inequitable results. This article presents the case of a large department at a mid-size regional university that revised the system for merit and faculty evaluation to recognize undergraduate contributions and more equitably score the scholarship, service, and teaching of faculty members in the department. The case describes the relevant literature, the university and departmental context, the process for designing the new evaluation system, and lessons learned from the process. This case illustrates the challenges and possibilities associated with developing merit-based faculty evaluation systems that incentivize faculty productivity and provide a meaningful and fair assessment of faculty performance.