At the time of writing, UK Higher Education Institutions (HEIs) have either completed, or are part way through, implementation of the Framework Agreement (JNCHES 2003). This process was born out of the recommendations of the National Committee of Inquiry into Higher Education (1997) developed by Bett in his report two years later (Bett 1999). Summed up by the phrase "equal pay for work of equal value," the Agreement aims to modernize pay structures and thereby safeguard the recruitment, retention and equitable remuneration of all employees within the higher education sector. This paper presents a case study of how the Framework Agreement was implemented in a small HEI, at a time of rapid change and development for Bishop Grosseteste University College Lincoln, the institution concerned. It is written by a team of role analysts and has as its focus the role analysis part of the process. The authors found that the project has had wholly positive outcomes. The principal success was in completing a necessary process of change in a timely fashion and without compromising the institution's core values, which champion an ethos of mutual respect, trust and care. The principle indicators of this success were the lack of any overt resistance to the conduct of the project and the relatively low level of appeals against the decisions it produced. (Contains 1 figure.)