FastBucks Standard of Operation (SOP) Training Go through each course in order.

Welcome to Fastbucks - This is Your Pathway to Success  - Please Begin Here

Level One: Basic Company Information and Compliance

Learning Activity: Welcome Aboard - 2018

This training section covers subjects in the employee handbook. Please refer to the handbook for any up to date changes and information regarding policies and procedures. 


About FastBucks and the Handbook

FastBucks Mission Statement


“FastBucks creates a culture of integrity and fun while providing excellent customer service. Through a commitment to innovation, education, team development, streamlined operations and constant learning, we create sustainable success.”

1.1 Welcome to FastBucks

Dear Employee:

We're very happy to welcome you to FastBucks. Thank you for joining us! We want you to feel that your association with FastBucks will be a mutually beneficial and  dynamic professional growth opportunity for you.

You have joined an organization that has established an outstanding reputation for quality service providing short-term loans. Credit for this goes to every one of our employees. We hope you, too, will find satisfaction and take pride in your work here.

This Handbook provides answers to most of the questions you may have about FastBucks’ benefit programs, as well as the company policies and procedures we abide by — our responsibilities to you and your responsibilities to FastBucks. If anything is unclear, please discuss the matter with your manager. You are responsible for reading and understanding this Employee Handbook, and your performance evaluations will reflect your adherence to FastBucks policies. In addition to clarifying responsibilities, we hope this Employee Handbook also gives you an indication of FastBucks’ interest in the welfare of all who work here.

From time to time, the information included in our Employee Handbook may change. Every effort will be made to keep you informed through suitable lines of communication, including postings on the company bulletin website, company meetings, and/or notices sent directly to you via email or the U.S. mail.

Compensation and personal satisfaction gained from doing a job well are only some of the reasons most people work. Most likely, many other factors count among your reasons for working — pleasant relationships and working conditions, career development and promotion opportunities, and health benefits are just a few. FastBucks is committed to doing its part to assure you of a satisfying work experience.

I extend to you my personal best wishes for your success and happiness at FastBucks. Sincerely,

Charles Horton CEO, FastBucks

1.2 You’re Part of Our Team

As a member of the FastBucks’ team, you will be expected to contribute your talents and energies to improve the environment and quality of the company, as well as the company's products/services. In return, you will be given opportunities to grow and advance in your career.

The only things we require for employment, compensation, advancement, and benefits are performance and a good team attitude. However, all employment at FastBucks is "at will." No one will be denied opportunities or benefits on the basis of age, sex, color, race, creed, national origin, religious persuasion, sexual orientation, marital status, political belief, or disability that does not prohibit performance of essential job functions; nor will anyone receive special treatment for those reasons.

1.3 The Purpose of the Handbook

This handbook has been prepared to inform you about FastBucks’ philosophy, employment practices, and policies, as well as the benefits provided to you as a valued employee and the conduct expected from you.

No employee handbook can answer every question, nor would we want to restrict the normal question and answer interchange among us. It is in our person-to-person conversations that we can better know each other, express our views, and work together in a harmonious relationship.

We hope this handbook will help you feel comfortable with us. We depend on you — YOUR SUCCESS IS OUR SUCCESS. Please don't hesitate to ask questions. Your manager will gladly answer them. We believe you will enjoy your work and your fellow employees here. We also believe you will find FastBucks is a good place to work.

We ask that you read this handbook carefully and refer to it whenever questions arise. We also suggest that you take it home so your family can become familiar with FastBucks and our policies.

FastBucks’ policies, benefits and rules, as explained in this handbook, may be changed from time to time as business, employment legislation, and economic conditions dictate. If policies are changed, you will be notified and a copy of the new or revised policy will be placed on our website.

1.4 The Company Vision

To establish a company that provides an honest and needed service.

To appreciate shareholder value to its maximum potential.

To foster and grow employees to  a high level of leadership.

To develop teams to create store cultures where people thrive.

To constantly innovate with agility, the operations of the company for efficiency and sustainable success.

  • To develop the “Master Mind,”  this can be defined as the coordination of knowledge and effort, in a spirit of harmony between two or more people, for the attainment of a definite purpose.

To enable any person who surrounds himself with the advice, counsel and personal cooperation of a group of people who are willing to lend wholehearted aid, in a spirit of perfect harmony an opportunity to create economic advantages for themselves.

1.5 The Ten Principles of Business Success

Meeting the needs of others, customers and clients. Giving value and receiving value.

Defining the business, the vision and the purpose of the Company clearly.

Having measurable goals and objectives, and a plan for achieving them. Tracking the Company’s performance and making early corrections.

Creating unique products or services that have special advantages in the marketplace. Winning by innovation and differentiation.

Developing a process for achieving predictable sales: The more recurring revenue the better.

Balancing revenues and expenses to achieve profits and positive cash flow.

Training employees to act like business owners. Sharing information and using an open door policy. Treating employees as the most valuable asset.

Paying the company first. New income statement: revenues minus profits equal expenses.

Solving financial problems by changing management systems, marketing and/or costs. Acquiring more capital never solves basic problems.

Focusing on success, planning for success, expecting success and controlling to ensure success. Being in an organization that is focused, flexible, friendly and fun.

Organization Chart - 2018

1.6 Organizational Chart

Learning Activity - Setting Goals

Take a few moments with your trainer and discuss your training goals. Define them daily as they will change as you go through this manual. Discuss BAGELS with your trainer and how to use them moving forward.

Learning Activity - Bagels Review

  • Yes
  • No

Path to Success - STAR Ownership Program - Equal Opportunity


     There are many opportunities for success at FastBucks.  If you strive to do your best every day, you can work up the path to success with FastBucks.    There are managerial positions available—including Store Manager and District Manager.  And, there are opportunities to succeed into an ownership position through the STAR OWNERSHIP PROGRAM.  FastBucks offers the opportunity to purchase a portion of your store location for a share of the profits.  Your hard work and dedication can pay off!


     It is the policy of the Company to provide equal employment opportunity to all employees and applicants for employment and not to discriminate on any basis prohibited by law, including race, color, sex, age, religion, national origin, disability, marital status or veteran status.  It is our intent and desire that equal employment opportunities will be provided in employment, recruitment, selection, compensation, benefits, promotion, demotion, layoff, termination and all other terms and conditions of employment.  The President of the Company and all managerial personnel are committed to this policy and its enforcement.

Path to Success Review

  • I have read the Path to Success and Equal Opportunity Statement
  • No I have not read the material.



FastBucks offers a competitive benefits package to full-time employees, and provides limited benefits to part-time employees.   For any questions regarding these benefits or how to fill out the paperwork to enroll in these programs, please see your trainer, DM or Human Resources Manager.

FastBucks offers Insurance benefits to all new, full-time employees.  Insurance benefits are effective the 1st of the month following 90 days of employment.  (Example:  If your hire date is June 15th, your effective date would be October 1st.)

These benefits include:

Health Insurance

Health Insurance Continuation (COBRA)

Life Insurance

Voluntary Benefits include:

Dental Insurance


401(k) Enrollment

Flex Spending (Section 125) Enrollment

Long Term Disability (LTD)

Accidental Death & Dismemberment (AD&D)

Working and Compensation

Working and Compensation

There are four main areas of payroll, including:

1. Recording Time Worked

All hourly employees need to clock in and out through our online ADP system. 

Occasionally it may be necessary for an employee to work beyond his or her normal workday hours. Overtime pay is paid only when work is scheduled, approved, and made known to you in advance by your supervisor. Can we say this almost implies we don’t pay overtime otherwise? Under no circumstances shall an employee work overtime without the prior approval of his or her supervisor.

Hourly employees will receive overtime pay at a rate of one-and-one-half times their regular hourly rate for all hours worked in excess of 40 in a workweek.

2.  Pay Period and Payday

The company issues paychecks every 8th and 23rd of every month. If the payday falls on a Saturday, then you will be paid the day before on Friday and if the payday falls on a Sunday then you will be paid the next day on Monday. 

3. Direct Deposit

All employees are required to be on direct deposit or to utilize a pre-paid debit card. A voided check must accompany the direct deposit request to ensure that all account numbers are correct and clearly read.

New hires may have their first check printed in the store, but they must either have direct deposit or a pre-paid debit card in place by the second check. Payroll checks will not be mailed unless approved by the CFO. If a mailed check does not arrive, it will not be reissued until a 30-day period from the date the check has expired to ensure that it has not been cashed.

4.  Expense Reports

All expense reports with all receipts attached for each pay cycle must be sent to your DM for approval by the 1st and 15th of each month.  This is to insure they are received at Human Resources no less than 5 days prior to the end of the pay period.  If not received on time, they will be paid on the next pay cycle.

Benefits, Working and Compensation Review

  • I Have Reviewed the material and I understand
  • I do not understand the material

Harassment Policy

Harassment Policy

     The Company will not tolerate harassment or intimidation of our employees on any basis prohibited by law, including race, color, sex, age, religion, national origin, handicap, disability, marital status, or veteran status.  Moreover, any suggestions made to any employee that sexual favors will affect any term or condition of employment with the Company will not be tolerated.  It is the policy of the Company that any harassment, including acts creating a hostile work environment or any other discriminatory acts directed against our employees, will result in discipline, up to and including discharge.  The Company also will not tolerate any such harassment of our employees by our clients or vendors.

     For purposes of this policy, sexual harassment is defined as any type of sexually-oriented conduct, whether intentional or not, that is unwelcome and has the purpose or effect of creating a work environment that is hostile, offensive or coercive. 

FYI:  Sexual harassment exists where an employee, in order to obtain a sexual favor, exercises or threatens to exercise the authority and/or power of his/her position to control, influence, direct or affect the job, duties, earnings or career of another employee.

     The following are examples of conduct that, depending upon the circumstances, may constitute sexual harassment:

Unwelcome sexual jokes, language, epithets, advances or propositions;

Written or oral abuse of a sexual nature, sexually degrading or vulgar words to describe an individual;

The display of sexually suggestive objects, pictures, posters or cartoons;

Unwelcome comments about an individual’s body;

Asking questions about sexual conduct;

Unwelcome touching, leering, whistling, brushing against the body, or suggestive, insulting or obscene comments or gestures;

Demanding sexual favors in exchange for favorable reviews, assignments, promotions, or continued employment, or promises of the same.

Employees must bring any violation of this policy to the immediate attention of their supervisor or the company president.  The Company will thoroughly investigate all such claims with due regard for the privacy of the individuals involved.  Any employee who knowingly retaliates against an employee who has reported workplace harassment or discrimination shall be subject to immediate disciplinary action, up to and including discharge.

Learning Activity: Understanding Harassment and Discrimination, Download and view the PowerPoint Presentation entitled: Preventing Sexual Harassment in the Workplace.


Harassment and Discrimination Review: Did you review and understand the material and agree to abide by policy?

  • Yes I do
  • No I have questions

Ethics Line

            Each store will have an “Ethics Line” poster in the employee break area.  The Ethics Line should be used to report any unethical behavior or harassment that they do not feel comfortable reporting to their manager, DM, or Human Resources Manager.  This call is completely confidential and anonymous.  There are never any repercussions for reporting these acts.



The number is 1-800-500-0333.


Dress Code

Dress Code


FastBucks’ objective in establishing a business casual dress code is to allow our employees to work comfortably in the workplace. FastBucks considers it very important that you are well groomed, neat, and appropriately dressed for your job function. Appropriate dress and hygiene are important in promoting a positive company image to our customers, potential employees, and community visitors. Business casual dress is the standard for this dress code.

Because all casual clothing is not suitable for the office, these guidelines will help you determine what is appropriate to wear to work. Clothing that works well for the beach, yard work, dance clubs, exercise sessions, and sports contests may not be appropriate for a professional appearance at work.

Clothing that reveals too much cleavage, your back, your chest, your feet, your stomach or your underwear is not appropriate for a place of business—even in a casual business setting.

Clothing should be pressed and never wrinkled. Torn, dirty, or frayed clothing is unacceptable. All seams must be finished. Any clothing that has words, terms or pictures that may be offensive to other employees is unacceptable.

FastBucks requires uniform shirts in the workplace. The required uniform shirt is a black collared polo with the FastBucks' logo. During summer months when the temperatures exceed 68 degrees, you are permitted to wear a FastBucks' "logo" t-shirt.                   

            The artwork on the shirt must be clean and in good condition. Faded, torn, or missing artwork is not allowed. The t-shirt cannot be altered in any way. This includes removing or modifying any part of the t-shirt, (collar, sleeves, etc.) or altering any portion of the original t-shirt. T-shirts must remain in the same condition as they arrived new when purchased by or from the company.

Guide to Dressing for Work      

 This is a general overview of appropriate business casual attire. Items that are not appropriate for the FastBucks’ workplace are listed. The list outlines what is generally acceptable and what is not generally acceptable as business casual attire. No dress code can cover all contingencies. Employees must exert a certain amount of judgment in their choice of clothing to wear to work. If you experience uncertainty about what is considered acceptable, you may contact your Human Resources Staff.

Store Managers and District Managers are responsible for ensuring their personnel are in compliance. Supervisors reserve the right to send any person home to change clothes that violates any part of the dress code policy. The time spent away from work for this reason will follow Attendance Policy guidelines. Where an employee’s clothing is questionable, the Manager has first discretion and will follow the normal chain of command. If you wish to report a noncompliance, please report it to your Manager. In the event there are violations of this policy, the following actions may occur:

 1st Violation Verbal Warning

 2nd Violation Written Warning

 3rd Violation Suspension without pay

 4th Violation Termination

Unacceptable Clothing and Hygiene:

  • Sexually provocative clothing
  • Clothing that promotes competitor products
  • Clothing with profanity, nude or semi-nude pictures
  • Soiled or unkempt clothing
  • Clothing with sexually suggestive slogans, cartoons or drawings
  • Clothing worn with observable lack of undergarments or exposed undergarments
  • Colored sponsor bracelets

Hats unless medically necessary, a religious item, or approved by FastBucks

Unacceptable Pant Types:

Sweat pants/wind suits/wind pants

exercise pants

bib overalls

Baggy, torn jeans or pants

leggings and any spandex or other form fitting pants such as people wear for biking

pants, shorts, or skirts worn below the waistline or with removed waist-belts

Skirts shorter than 4" above the kneecap

Unacceptable Top Types:

Halter tops

Sheer or revealing clothing

T-shirts or sweatshirts that are faded in color or with other than FastBucks’ corporate logo (this includes sports/team shirts, shirts advertising vacation spots, shirts with animals or children, etc.)

Unacceptable Shoe Types:

Bare Feet

beach shoes

flip flops

Heavily worn, dirty, and shoddy looking shoes

Unacceptable Body Ornamentation Types:

· Body Piercing visible outside of clothing: including eyebrow, lip, and septum piercings. Pierced ears and nose are acceptable (subject to determination of offensiveness and safety by the supervisor).

· Offensive tattoos visible outside of clothing. Artwork depicting offensive language or images; and artwork that is graphic in nature is expressly unacceptable.

Piercings and tattoos that are visible are subject to consideration to determine appropriateness by the supervisor.

            FastBucks is confident that employees will use their best judgment regarding attire and appearance. Management reserves the right to determine appropriateness. Any employee who is improperly dressed will be counseled or in severe cases may be sent home to change clothes. Continued disregard of this policy may be cause for disciplinary action, which may result in termination.

I Understand and Will Abide by the Dress Code Policy

  • Yes
  • I do not understand

Learning Activity - Company Uniform Order - Give your trainer your shirt size so they can order you uniform shirts.

  • Completed
  • Incomplete

Smoking / Tobacco Use Policy

Smoking/Tobacco Use

We are a smoke-free workplace.  There is no smoking or chewing tobacco permitted anywhere on Company property (this includes the building, outside the front and back doors, anywhere in the store parking lot, and Company vehicles).

Learning Activity; Filling Out HR/Personnel Forms

Complete New Hire Paperwork

Your trainer has prepared a checklist of forms that you need to fill out.  Utilize the next 30 minutes to complete these forms and turn into your trainer. Make sure your trainer faxes this paperwork to the DM for review.

Learning Activity Compliance Video

Learning Activity: CFPB Powerpoint

Learning Activity: Compliance Test Link - You Must Score 85% or Higher


To access the exam:

  1. Please click on the following link:
  2. If the link will not open, you can paste it into the internet browser and it should work.  If for some reason it doesn’t, please let me know and I will do an A/R to get you access.
  3. Enter your first and last name  in the first box.  (See below).
  4. Enter the pass code in the box where indicated.  The pass code is fastbuckscfpb.
  5. Take the exam.
  6. Send a message that says you have finished the exam. Make sure to put your full name in the Subject Line, like this:  JOHN DOE: CFPB COMPLIANCE EXAM RESULTS

Learning Activity: FDCPA Power Point Review

Third Party Disclosure Video

FDCPA Exam Instructions


 To access the exam:

  • Please click on the following link if the link will not open, you can paste it into the internet browser and it should work.
  • Enter your first and last name in the first box. (See below).
  • Enter the pass code in the box where indicated. The pass code is compliancefdcpa
  • Take the exam with a minimum passing score of 85%; retake if below 85%.
  • No need to e-mail results as they will be reported to corporate.

Learning Activity: FastBucks Web Page

FastBucks Web Page

The FastBucks Web Page is an important part of your daily business.  This provides you with the necessary information you need for your branches success.  Your responsibility is to utilize the web page to: check email; view financial reports; access HR forms, IT applications, and legal/compliance resources.

Remember that the webpage is consistently updated so check regularly to access new features.


            The log in page allows you access to the company website. You will be issued a user name and password by your training manager or District Manager. Never share this information with anyone inside or outside the company. 

Using the PayCom Pay System

Learning Activity: Utilizing the Main Page - Menu

The FastBucks main page ( see below) provides you with a list of topics from which you can search for important information.  The main page is broken into these headings/tabs: 

  • Home—provides you with information such as announcements, birthdays and new hire start dates.Home—provides you with information such as announcements, birthdays and new hire start dates.
  • Directory—leads you to the main search for employees at FastBucks
  • Webmail—brings up the Login Page for your Company email.  Email cannot be retrieved without configuration—contact the IT Department to make sure you are configured.
  • News Archive—provides you with links to newsworthy stories that affect FastBucks.
  • Organization Chart—lists the chain of command for the company. Needs to be updated
  • Reports—allows access to daily reporting data
  • Schedule—includes the weekly schedules of store employees
  • YHTP Entry—allows you to enter a suggestion into the “web-based suggestion box”.

Review on Main Page

Did you get a chance to check out some of the pages? 

  • Yes
  • No

Learning Activity: Schedule Entry Tab

The Schedule Tab allows you to put the weekly Manager and Customer Service Representative (CSR) schedules onto the web.  To complete this process:

  1. At the top of the screen make sure your store shows up if not select your store.
  2. Select the date schedules by clicking “Enter” next to the date you will be working.

3. Next enter the time for your shift

Review: Enter Your Schedule

Enter Your Schedule

Follow the steps you learned in the prior segment and enter your schedule for training this week.  If you have any questions or difficulty, consult your trainer for assistance. 

Remember you must put your months schedule into the system by the 3rd day of each month! 

Learning Activity: Using Webmail

Using Web Mail

Web Mail is designed for to have access to your company e-mail from any computer terminal in any store.  Most information you get comes in this format so check it often. 

To begin the process, you must first log-in. 

  1. Click on Webmail/Alt. Webmail.
  2. Type your User Name as provided by the IT Department. 
  3. Type in your Password.  Your trainer will provide you with an initial password.  You should change your password after the first login. 
  4. Click login to retrieve your email.

Review: Checking Your E-Mail

Checking Your Email

By now your trainer should have your company email address and password. 

Logon to your email following the procedures in the prior module. 

 Review and read any emails you have in your inbox.  Then, compose an email to your trainer.  If you are unsure of your email address, just ask!

REMEMBER: Company email is just that, intended for business only. DO not use this for family and friends or signing up for mailing lists.  

Email space is limited.  Make sure you empty your sent mail and trash as well as emails that contain attachments.  Download the attachment to your desktop or save in the system and the delete the email.  The goal is to keep as little email as possible on our servers. 

Review Question on Emails

Were you able to access your email?

  • Yes
  • No

Learning Activity: Utilizing the HR Tab

The FastBucks HR tab provides you with links to information necessary to interview, hire and pay employees.  Take time to click through each HR link to learn more about what information you are responsible to provide.  The HR tab has the following links:

  • Applicant Forms—Application, Interview Questions, Offers, Reference Forms
  • Benefit Forms—EIC, Flex Spending, 401(k), Health/Disability, EAP
  • Employee Handbook
  • Misc. Forms—Bright Ideas, Uniform Order Form, Employee Status, Grievance
  • New Hire Forms—All paperwork necessary for employment—tax forms, etc.
  • Payroll Forms—Expense Reports, Time Off Requests, Time Sheets
  • User Listing—Directory of Company Employee email addresses

Learning Activity: Utilizing the IT Tab

The FastBucks IT tab provides you with links to information about Applications, Approved Website Links and Help Articles. 

  • Applications—link to running FastTrack, the company’s loan software
  • Approved Sites—list of all Internet sites approved by FastBucks for your viewing.  All others are blocked.
  • Help Articles —links to instructions for computer hardware and software

Learning Activity: Using the Resources Tab

The FastBucks Resources tab provides you with all forms, legal, policy and training information that you need to run your store.  The Resources tab has the following links: 

  • FAQ—answers to the most frequently asked questions
  • Forms-All —links to all forms shown under various web tabs compiled into one list
  • Legal—links to Approved Correspondence, State Specific Information, Compliance Policy, Procedure and Training, and Approved Advertising
  • Links—provides you with links valuable for Skip Tracing, IBV, Teletrack, etc.
  • Policies-General—listing of Corporate Policies
  • Promotions—listing of active promotion codes
  • Training Video—reference videos for Management, Collections, etc.
  • Videos—Most recent All Call Recordings and Examination Link

Review: Print the FAQ

Learning Activity: Checking the FAQ

Locate and logon to the help articles. Print the FAQ that deals with "resetting the internet equipment" in the store.  Check by the network equipment, is this on the wall near the equipment?  

If the page is missing, go ahead and print this page and place it near the network equipment.  

Learning Activity: Legal Tab

The Legal tab contains information that deals with the rules you have already learned and a host of other material.  Since you are new we do not expect you to memorize all this information but you will need to know this over the next few months. As you find time go through each section and learn the material.

Additional Legal Training Sections

  • Bankruptcy – Explains how to handle a customer when they file.
  • Contracts – Provides a line by line explanation of a contract.
  • FastBucks Compliance Policies – Rules and Regulations you must follow.
  • Document Retention and Destruction Policy - Rules regarding store paperwork.
  • Equal Credit Opportunity Act – Regulations about equal treatment of everyone.
  • Anti-Money Laundering – Deals with Regulations for money transactions.
  • Audit Policy, Procedure and checklist – Policy and procedures regarding the operation and audit or your branch.
  • Robbery Prevention and Protocol - Policy and procedures regarding safety.
  • Operational Policies -  Policy and procedures regarding the operation of a branch.


Learning Activity: Utilizing the Tools Tab

The FastBucks Tools provides you with all additional tools for store and product management.  The Tools tab has the following links:

  • Amortization Calculator— A tool that shows how installment loan payments are applied over a specific period to interest and principal.
  • Change E-Mail Password – Change your e-mail password
  • Customer by VIN—tool to help lookup customer information by entering VIN #
  • FT Phone # Search—tool to help lookup customer information by entering phone #
  • GOLD System—tool for purchase of secondhand metals
  • Payee Check Guidance – Helps you know the category for a payee.
  • Product List – Lets you see the underwriting criteria for the loan products.
  • Key Control – Provides the tool to receive or assign a branch key
  • Payee System – Tool used to put in for a store expense approval.
  • Target ACH—Provides store specific list of customer due dates broken down by customer due dates for easier ACH targeting
  • TT Lookup allows you to see a customer’s Teletrack report to determine why the score is low.
  • Vendor List—for IT and Accounting use only.

You have now explored the FastBucks Web Page.  Review this page often in the next few days so that you become comfortable accessing the information you need.

Section Final: Verification of completion for section one.

You will type the following statement "I have completed the first section and am ready to move forward, your full name." Trainer, place your name after this statement to verify the training on this section is complete.  

Level Two Training: Basic Store Operations

Learning Activity: Morning Activities

Morning Activity

Morning activities begin the business day prior to the store opening and continue throughout the A.M. hours.  The following pages provide you with procedures to complete your morning business.  Your responsibility is to open the store, log into the system, run the necessary reports, pre-balance, make bank and collections phone calls and check your financial goals/bad debt goals for the morning.

Completing Activities Prior to Opening

Completing activities for your store actually begins the evening before!  While you are working on closing procedures, you should be prepping your files for the next day.  This includes running reports to determine:

Run an inventory by due date on Monday morning and look at each customer on the list that is past due, Pay attention to each account, as each of these will move into bad debt if you do not track and collect each one. Keep the list nearby out of customers view. Make notes daily so you can manually track each past due customer.

Pull all paid files and place them in the appropriate cabinet, then shred the driver’s license copy. 

Pull Files for Bad Debt and place them into the Bad Debt File — these clients have gone (31) days past due. Bad debt files are required to move at 31 days past due or when you have a return payment from the bank.

Opening the store and logging in

Opening your store includes outdoor inspection, shutting off the alarm (if equipped), running reports and pre-balancing.  You begin your morning by parking the car out in front of the store sign.  Walking up to the store, you visually scan the area for litter or anything that may detract from a customer’s initial impression of the company.  Also pay attention to anyone in the parking lot or suspicious situations. This is covered in more detail in the security section of the training manual. Next, you unlock the door and turn off the alarm. 

Learning Activity: Morning Reports

Running Morning Reports

By now your trainer should have provided you with your Fastrack logins. This is our proprietary loan software. Everything relating to a loan is done in this system.

 To begin, in FastTrack, click on the tab entitled Reports.  On the drop down menu, choose Store Reports.    Select the Report Date you wish to run.  Click on the type of report you wish to pull.

Each morning you must run opening reports PRIOR to doing any business that day. The two reports to select immediately are Daily Inventory*, and Store EOD (end of day).

*The store inventory allows you to print both alphabetical and by date. Your trainer will explain which style your market requires.  

Inventory—a daily inventory report must be printed every morning and all files need to be accounted for on a minimum of Monday’s and Thursdays. Additional reviews of the store inventory prevent possible problems locating a customer’s file. Check your morning inventory to insure the total dollar amount matches the previous day’s closing inventory.  Once you have completed your inspection of the daily inventory, it is to be kept in that days daily file until cleared by audit for destruction.

Store EOD—a balance sheet needs to be printed every morning to confirm that you are starting the day off in balance on both cash AND inventory.  Save your opening Store EOD until the end of the day in the daily file folder in case there are any balancing issues.  Keep it along with all the pre-balances you do throughout the day.


Learning Activity: Pre-Balancing Your Store

Pre-Balancing Your Store

Each store needs to pre-balance at least 3 times per day (whenever possible) or when any employee finishes or starts a shift. Pre-balancing should only be done AFTER all other work (bank calls, bad debt calls, marketing calls) are completed.  If you have time, you can try to pre-balance before store opening, at Noon, 3:00 PM, and 6:00 PM.  At 2:30 MST, check the ACH report for validity before you pre-balance at 3:00 PM.  Remember, this must be done 30 minutes prior to your 3:00 PM batch if you have ACHs.  This helps you find problems early so they can be fixed before the end of the day.  It also keeps employees from having to stay late due to balancing issues.  Pre-balancing is an important part of your daily process, but complete all other calls first!

Pre-balancing reviews your cash on hand as well as your store’s inventory (book) against your day’s work.  Any discrepancies found need to be corrected immediately.  After you’ve run the necessary reports, you must pre-balance.  To do this, you:

Count the money in the cash drawer.  This includes any checks that have been deposited.  Make sure petty cash/office expense has been entered into FastTrack.  If you have not entered your petty cash, you are short on money and cannot close your store until this is resolved.

Add it up on the calculator and print out the totals.

Write your initials, date and time on the printout and put this in the till with the cash. 

Match the total amount of money on the calculator printout with the Actual Cash total listed on the Store EOD (balance sheet).

Enter this amount into the Store EOD and click Process.

Print the Store EOD if you are in balance with both the cash and inventory showing ZERO.  Keep these with the opening balance sheet until the end of the day.

The employee that does the pre-balancing must sign the balance sheet.

Save your opening Store EOD (Balance Sheet) until the end of the day in case there are any balancing issues.  If there is a cash side overage or shortage, then recount the money or have another employee count it for you.  (Most of the time it is just an error in counting.)  If you are out of balance on cash or inventory, you need to find the problem immediately. 

Learning Activity: Daily Routine - schedule your day

Daily Routine: Set your schedule up for success!

In almost every single store we conduct the day in the same manner. Here is the outline of how your store should be running: 

9 AM - 10 AM: Bank calls and then bank runs.

10 AM - 11 AM: Past Due Calls

11 AM - 12 PM: Bad Debt Calls

12 PM - 1 PM: All other calls. 

Your call activity should be complete by 1 PM. We know that in many cases we have loans and payments occur between these time frames but you should always complete calls by that time. 

1 PM - 2 PM: Lunches if there are adequate staff in the stores

2 PM - 3 PM: Marketing activities, always make sure you set this time aside daily!

4 PM - 5 PM: Recalls to past due and bad debt customers.

5 PM - 7 PM: Preparing for the close of the day. 

Use this time to prepare your files, putting things away. You must get everything cleaned up and put away. This includes your lobby and everywhere in your store.  Doing this insures you have your store ready for the next day.      

Closing: Send your marketing report for the day to the District Manager. 

Learning Activity: Completing the End of Day (EOD)

Competing the End of Day – (EOD)

EOD balancing reviews your cash on hand as well as your store’s inventory (book) against your day’s work. Any discrepancies found need to be corrected immediately prior to close. The same manner as in a pre-balance, after you’ve run the necessary reports, you must do a final balance.  To do this, you:

  1. Make a deposit to bring the days ending cash balance under $200, initial the deposit ticket.
  2. After you process the deposit, then count the money in the cash drawer. This includes any checks that have been deposited. Make sure every petty cash/office expense has been entered into FastTrack.  If you have not entered your petty cash, you are short on money and cannot close your store until this is resolved.
  3.  Add the cash up on the calculator and print out the totals.
  4. Write your initials, date and time on the printout and attach this to the final EOD report.  
  5. Match the total amount of money on the calculator printout with the Actual Cash total listed on the Store EOD (balance sheet).
  6. Enter this amount into the Store EOD and click Process.
  7. If the cash drawer is in balance, you can click the Submit button to finalize the day’s activity.
  8. Once the EOD populates, print the Store EOD Keep this with the opening balance sheet.
  9. The employee(s) who does the final EOD balance must initial the EOD sheet.


FYI:  Stamps are considered cash for purposes of reporting a robbery or loss.  You won’t list this amount as part of your Store EOD or Actual Cash.

TIP:  If there is a cash or check overage or shortage it could be due to bad debt returned incorrectly, transactions being posted incorrectly, etc. Contact your DM by phone if you cannot find the problem.

Assembling the EOD Paperwork

Your EOD package should include the following items:

The EOD Report.

The Expense report.

The Check Register.

The Daily Inventory (both morning and night).

Cash count tape.

Expense receipts.

Bank Deposit tickets (yellow initial copied). Washington Federal does not provide deposit tickets, so any of those stores will not have this portion.

Bank confirmation receipts (bag tag in courier stores only).

Copies of checks, both loan and deposited.

 The deposit slip is attached with the bag tag AND/OR bank confirmation slip on the top right hand side of the EOD report. If you have multiple deposits, stack them so the auditor or DM can see each individual deposit total.

The receipts for any purchases that day are stapled to the top left side of the EOD. If the receipt is so large it covers the office supply amount box on the EOD, attach them to the back.

Check copies (other than loan checks and expense check copies) are stapled to the back of the EOD so that the EOD is one complete package.

The cash register tape is stapled to the top of the EOD report.  

The second page should be the expense report.

The third page of the EOD package should be the check register, and any copies of loan checks and expense checks should be attached to the register.

Review Activity: Log on and practice running reports

Log on and practice running reports. 

Follow the steps on previous pages (except submitting the EOD) to familiarize yourself with the process. 

If you have any questions, ask your trainer.

  • Select here when finished
  • This is a required review before you can move on to the next step.

Level Three Training: Loan Types and Marketing

Learning Activity: 1-2-3 Growth Video

Learning Activity: Developing a growth mindset

Learning Activity: Loan Types

FastBucks Loan Types

There are different loan products offered in different FastBucks locations based on states: Payday, Installment, Retail Purchase Installment, Title, and Auto Equity Loans. Your responsibility is to understand the difference among the loan types, take the proper application, verify the information, write the loan, create the client file and take payments.

Understanding Fastbucks Loan Types

Depending on your market, FastBucks offers different types of loans. While the processes for Payday, Title, Installment, Auto Equity, and Retail Installment loans may seem similar, you must remain aware of the differences!  

Traditional payday and title loans are either paid in full by the customers next pay date or within a specified number of rollovers (depending on your state laws). With a PayDay Loan, customers must write a “security check” to ensure good faith for the principal + interest or sign the “one time ACH payment authorization form in lieu of a “security check”.

            The processes for loans are similar. However, there are some differences that you must be aware of.  On installment type loans, as payments are received on the loan, the system pays a portion of the principal and interest with each payment. 

Let’s look at some of the important points you need to remember before creating any loan.

*The “amortization schedule” on the “Tools tab” provides you and the customer with information about payments and amounts applied to principal and interest. 


Video Review:  AE Loans 1

Video Activity: AE Loans 2

Learning Activity: Marketing Your Store




The Basics

            Every business can grow no matter where the location the basics rely on the staff of the location. The key concepts demonstrated only work with a staff willing to make the growth happen.

  • Define the growth requirements
    • The key stepping stone is a store that generates 30K in revenues.
    • Determine what each loan customer/value is to your store monthly.
      • Book ÷ Accounts = Avg. Customer Loan
      • Monthly Revenue ÷ accounts = Revenue Per Customer (average)
    • Larger loans net higher revenues – Installment title loans.
    • What do you need to get to 30K / 45K / 60K / 83.3K / 100K.
  • Now you know what you need to reach each step in the store so let’s determine how to get there.
    • The basic premise is you need to grow your store a minimum of 6 accounts but should strive to grow one account per employee per day!
    • If you are in a lower revenue store the effort required must increase.
    • Set your monthly goal and make a plan.

    • Follow the SMART method for setting goals.

Marketing A_B_C’s

            Marketing is a series of processes that generates new and old customers in your store. There is no real “rocket science” involved this consists of a series of steps you follow daily. Below is the Minimum number of steps you should follow.

  1. Mail
    1. Mail out no less than 50 flyers/mailers per day to paid customers.
    2. Mail out no less than 50 flyers to new customer addresses.
    3. Complete a minimum of 500 pieces per month via Every Door Direct Mail (EDDM) where applicable.
    4. Mail out thank you cards to paid customers.
  2. Phone Calls
    1. Call a minimum of 25 paid customers per day.
  3. Referrals
    1. Every single person who walks into your store should be given a minimum of three referral cards while explaining the referral program.
    2. You should establish Business Marketing Partners on a regular basis (no less than three viable partners a week if staffing permits).

Viable partners are someone who refers you business on a regular basis.

  1. Flyers
    1. A store should flyer every opportunity possible. Make sure you do NO LESS THAN 500 flyers per week if staffing permits. This can be accomplished in parking lots, park and ride lots, local metro train stations, homes, apartments, swap meets or anywhere there are a large group of people.
  2. Promotional Materials- Banners – Feather Flags – Outside Marketing
    1. Each morning you should put your signs and/or feather flags in front of your store (if applicable).
    2. Banners are a good source of marketing, make sure you have one or two and they are in good condition. 
    3. Check your sign and building lights to make sure they light up at night.
    4. Make sure your hours and phone number are on the front door.
  3. Use materials others do not.
  4. DM walk around
    1. Get with your DM and do a walk around outside your store. Ask and offer advice on increasing your stores visibility.
    2.  Offer a marketing plan based on the steps above to increase business. We cannot say what does or does not work in your market, but you need to ask.
  5. KNOW your customer
    1. In the system, you should be aware of the following items.

Important dates such as birthdays, special events, etc. Know when they may need money.

Know the customers pay off balance and date. This allows you to let them know they have money available should they need the cash now.

  1. KNOW your city.
    1. Know special events that occur in your city. Local fairs, circus, etc. This allows you to let your customer know about any events that may be going on in your town.
    2. Setting up an event package at a local event is a great way to bring awareness to your company. Get with your DM and set-up an event package. Something as simple as a tent, table and chairs, banners, and t-shirts are a great promotion tool even set up outside your store.
    3. Get with your local Chambers of Commerce they are a good source for events going on in town. Even small events are a great source of customers.
  2. KNOW your market.
    1. Knowing the items above is only a small part of marketing. Learn what works in your store and increase that positive activity. Consistently doing the same thing that does not work wastes everyone’s time. Concentrate on activities that bring in customers.
    2.  Get with local FastBucks stores in your area and go out in a team. This teamwork increases your ability to market by 100% (if staffing permits).

DO NOT GIVE UP! Marketing is art mixed with science. Constant activity does not produce immediate results, but continuing to do this activity does! We have witnessed stores doing the activity and it took almost 90 days until the process began to work. You must stick with the plan and continue to follow this and advertising will work, never give up, never quit!     

Review Activity: Locate Marketing Material in the Store

Please note what marketing material you found in the store. Include flyers, postcards, a-frame signs, blower men, etc. 

Learning Activity : Video Marketing Partners

Level Four Training: The FastTrack System

Hands on Fasttrack Training

Fasttrack System

Fasttrack is the company's proprietary loan software. Employees may not have access to all areas in the software. The system uses your position to determine your user level.    

During this section your trainer will cover the basics of each menu of the Fasttrack System and the uses of that menu..  

Menu's include: 

File > Logout, Select Store, Change password

Set-up > Not used at a store level

Accounting > Return Checks, Void Checks, Reprint Checks, Store End of Day (EOD), Bank Deposit, Setup Payee, Create Check, Petty Cash, Letter History, Loan Bucket Search.

Loan / Sales > Search Customer, New Customer Loan, Sales, Sales History.

Other Transactions > Other Cash Receipt, Other Cash Receipt Lookup.

Collections > Store Calling List, Bank Calling List

Corporate (not used) 

Franchise (not used)

Store > Setup Referrals

Reports > District Reports, Store Reports, Batch Reports, Legal Reports, EOD Group Reports. 

Testing > (not used)   

Level Five Training - Loan Application

Video Review: Compliance: 5 Rules

Learning Review: Equal Credit Opportunity Act - (ECOA)

Learning Review: The Application

Taking a new loan application - SMART LENDING GUIDES

Taking new loan applications

Fastbucks spends a lot of money and time advertising to customers in your area. Following the ECOA will allow you to understand that anyone and everyone who walks through your door is important. 


 All new customers and any customer with information older than 6 months (unless defined differently by state law), need a new loan application and documentation in order to process a loan.  For the documentation required to complete a new customer application or to update an existing customer’s application, please refer to your state’s specific Smart Lending Guide located on the Resources Tab – Legal – State Specific Information



Learning Activity: FastTrack Basic Screen

Learning Activity: Input an application - Loan Tab

Completing the Loan Tab

In FastTrack, under Loans, select New Customer Loan from the drop down menu.  Under the first tab, Loan, you will enter the personal information for the customer.  Here is how to complete the Loan Tab:

  1. Select the Loan Type from the drop down menu.
  2. Fill in any Promotion Code that might be applicable to the loan.
  3. Select the Opt In Text button to send the customer a text message. This verifies the cell and adds them to our text marketing and contact list so we can communicate via text.  
  4. Fill in Loan Amount $--the dollar amount the customer is asking for.
  5. Fill in Personal Information Section with pertinent information—fields are self-explanatory.
  6. Fill in Referral Information.
  7. On the top of the application you will see the text opt. Once you have the customers cell phone in select this button to opt the customer into text messaging.

Check the boxes above if customer does not wish to be contacted via call, mail, and/or text.  (The “Do Not Text Market” is automatically checked. If Opted in, just uncheck the box.  

That check should only be removed if customer opts in to text marketing on the FastBucks Texting Policy and Consent to Marketing Texts Form.

Learning Activity:  Input an application - Residence Tab

Complete the Residence Tab

The Residence section provides the system with the clients’ physical and mailing addresses.  The client must have lived at their residence for a minimum of one months.  To complete the Residence page, you:


1.Fill in all fields—fields are self-explanatory.

2.Click in the small box labeled “Same as physical address” when the mailing address is the same as the physical address. The information pre-fills for you. 

For Reference purposes, you must ask for a phone or utility bill.  The phone (or utility bill) must have the current address.  Do not accept, “I just moved and don’t have mail yet” as an answer.  You must have some documentation that they live at this address.  If they don’t have this documentation, you must contact a supervisor for an exception. 

Learning Activity: Input an Application - Employer Tab

Completing the Employer Tab

The information on the Primary Borrower page is crucial to the loan application.  It includes the “payday” information we need to secure loan for our client.  The sections include: Employer, Job and Payroll, and Other Income.

Employer Information

Fill in all fields—fields are self-explanatory.

  • Occupation (field is a pull down menu)
  • Do Not Call field defaults to NO.  Click on YES, if the client informs you that they cannot receive calls at work.

FYI:  To verify employment call the main work number. 

DO NOT ask for the person that the customer listed on the application as supervisor. 

This person could be a friend giving false information for another friend. 

When you call, ask for the HR department or if a HR department is not available, ask, “Who do I need to speak to in order to verify employment”? 

Let them put you in contact with the correct person. Refer to the smart lending guide.

HINT: Make sure you fill in good notes about position, extensions, department the customer works in, shifts schedules, anything that will help you locate the customer later if you need to call them. 

Job and Payroll Information

Fill in fields as follows:

  1. Job Information
  2. Start Date (Hire Date)
  3. Pay Frequency                                                                                                                                                                              Weekly (52 pay periods)                                                                                                                                                                    Bi-Weekly (26 pay periods)                                                                                                                                                   Semi-Monthly (24 Pay Periods)                                                                                                                                                  Monthly (12 pay periods)
  4. Pay Date 1 (Upcoming Pay Date)
  5. Pay Date 2 (Payday following the upcoming payday)
  6. Gross Pay (payment amount before taxes)
  7. Paycheck Garnished? Y/N (for any reason)

  8. Direct Deposit? Y / N

Other Income Information

1.      Click on the drop-down menu.

2.      Highlight applicable income sources.

3.      Type in Amount. Based on the amount they make within this two-week or monthly period.

4.      Click ADD. - The additional income amount is added and an Income Summary Screen produced.



Learning Activity: Input an Application - Bank Tab

Completing the Bank Tab

The Bank Information section includes the routing and account numbers of each client’s bank.  This is necessary in order to ACH (electronically deposit) funds from their account to yours.  The bank tab also provides you with information necessary to access information about their account in case you need to present a draft to their bank. The system provides multiple ways to verify the customer’s information noted below.

  1. Type in the Bank Routing Transit number (ABA#).
  2. Enter Bank Name
  3. Click Select. This automatically populates the Bank ABA number and Name.

Now, use the customer’s bank statement to fill in the following fields:

•           Account Balance

•           Account Number

•           Years/Months Open

•           # of NSF Checks – 9 or less (documentation must match)

•           # of Transactions – 10 or more (documentation must match)

•           Permission to ACH (defaults to Yes)

•           Active Account

•           Default (leave on Yes for primary checking account)

Click Add, producing a Bank Summary Screen (Use the UPDATE button to change information if necessary).

See the next section regarding IBV Validation - If the customer uses IBV this is the quickest way to validate the customer! The customer does not have to be in the office to send this link to them.  

Learning Activity: Input an Application - Instant Bank Verification (IBV) & Manual Bank Verification

Instant Bank Verification

     One of the easiest methods designed is the Instant Bank Verification process.

If the customer uses online banking and knows their banking user name and password after placing the bank account information into the system, select validate and follow the screen prompts. Once the screen states verified you can continue.

Using the “View IBV” button you are able to look at the bank information and a full history of banking information. This process also validates the customer’s social security number, address, 3-day bank balance, and gives you a banking history to determine spending habits.

With this process, you do not need any paperwork unless the IBV system fails to validate any section. On the IBV report the system will show validate in green for everything validated, and red for anything not verified.

The report will also send information automatically to the system to correct the bank account information and bring that up to date. Pay attention as the system may state invalid, but this can be caused by capital letters or incomplete addresses. Ask your trainer, manager or district manager for clarification if needed.    

Manual Bank Verification

To verify the bank account, you call the automated verification number for that bank. Just verify funds in a small amount.  If the account is closed it tells you “invalid account number”.  If it is an active account it tells you whether the amount requested is available or not. 

Some banks do not verify funds. To verify if an account is open at these banks you need to have the customer call the banks automated system and get into their account. You can then listen to activity to verify teh account is used on a regular basis. 


You need to verify on the actual bank statement that 2x the customer’s payment amount is available 3 days in a row for loans over $500, 1X for loans $499 and less.  For example, if their payment according to the amortization schedule is $75, then $150 must appear on the bank statement for three days in a row.

Learning Activity: Input an Application - Reference Tab

Completing the Reference Tab

Complete the reference information, however we do not call to verify references. (Refer to the compliance video)

You will need a minimum of three references. Try to get family and not friends.

To complete the fields in the Reference section:

  1. Fill in all fields—fields are self-explanatory.
  2. Click Add to add the reference to the list.  You can see the references listed one at a time in the bottom section of the screen.
  3. Click Update to change existing reference information.

Review Activity: Practice Completing Loan, Residence and Primary Borrower Information

Partner with your trainer: 

Partner up and use the computer in your store.  Sign in under your store name and search for the customer test in your store. examine the steps required for the loan tabs.  If you have any questions, ask your trainer. Examine each area of the system to determine how the process works when inputtng information into teh system. 

Level Six Training: Loan Documentation and Verification of Paperwork.

Writing the Loan - State Specific Guides

Writing the Loan

The next section deals with general information about writing loans.  With all new customers store staff must complete a computer application and provide documentation in order to process a loan application. 

This section deals with the processes that are the same in every state. Always verify the additional materials needed by referring to your state’s specific Smart Lending Guide located on the Resources Tab – Legal – State Specific Information.

Learning Activity: The Application

The Application

When the potential customer walks into the office, or calls on the phone you should be ready to take the application immediately. This occurs before you ask any questions regarding underwriting or required stipulations and paperwork. The reason for this procedure is to capture customer information for current of possible future use.

Basically if a customer walks through your door, or calls and states what does it take to get a loan, you should immediately begin by stating,” let’s find out what you need,” and then begin the application process.  

Verification occurs during the information verification process, after the application has been completed.  

Print the application

Have the customer review the application to make sure everything is correct.

Have the customer sign the application.

Have the customer date the application.

The application will be used during verification so keep it next to you while you verify the information. You can use the back of the application pages for any additional notes

Learning Activity: Required Verification Process

The Verification Process

 Every employee must verify an application prior to loan approval. The customer does not need to be present for the verification, but you do need to explain if they are not in the office how the process works. Explain you will call them back on their cell phone and send a code that verifies that is their cell number.

This begins with the printing of the application.

As you verify initial each section on the application to assure you have completed that portion of the verification. 

Verify the cell number given using both methods; this can be done in or out of the office.  Once verified initial next to the cell number on the application.

Verify the customer’s cell by calling the cell phone to verify the number is working.

Use the “verify by text” tool to opt in the customer and place the code in the permanent notes to show you have verified the phone number.

Once in the office, have the customer sign both the home and work verification paper for the customer file. Place the original signed copy in the file and create copies for verification. Always keep a signed copy to verify information in the future if required.

Next step, call the customers home number and verify an active and good phone number. Once verified initial next to the cell number on the application.

If they do not have a home number that is fine as long as the customer has a cell number.

Call and verify the customer’s employment through the HR department.

Once verified initial next to the work number on the application.

This can be done through fax if needed using the signed verification form.

If HR is closed, you can call the work number and ask for the customer.

If both methods are not available, examine the paystub to make sure it is recent. You only need one paystub to verify income.   

Call the bank and verify an open and active bank account.

Once verified initial next to the work information on the application.

If possible use the automated verification system to verify $1 is available on the account.

Run an IBV if the customer uses online banking.

Keep in mind the IBV process eliminates the need for a bank statement, paystubs if they have direct deposit, the only time this is not acceptable is when any item on the IBV shows different than the customer provided.    

Learning Activity: How to Run an Instant Bank Verification (IBV)

How to Run an IBV

Once the customer has established they know their banking user name and password this process of verification can move forward.

When using IBV note that next to the bank information on the application and initial. 

In the computer application, you must populate the routing number and account number just like normal.

In the account balance place $25, in the number of transactions input the number 10, number of years open one and zero months. Number of NSF, zero.

Once the bank information is input, select add from the buttons below.

Repopulate the bank information by double clicking the account shown in the lower section.

Select the button “validate,” be patient as another internet screen will open on your browser. This also sends the verification text to the customer’s phone so they can process the verification from their phone. This allows verification prior to entering the office and saves time for both the store and customer.

Wait on the new window if the customer is in the office and cannot verify with their mobile phone.

If the customer cannot complete this on their phone, complete the information on the IBV screen relating to your customer and then when the screen reaches the user name and password turn the keyboard over to your customer. DO NOT NOTE THE USER NAME OR PASSWORD ANYWHERE. This is confidential customer only information.

Once the system states finished or validated close the browser window.   

Close the customer’s application screen and do a new search for the customer name or social security number.

Open the customer summary and you will see system messages that the IBV has processed.

Go into the application and return to the bank tab to double check the bank information, transactions, etc. updated and does not show the information you put into the system. If the information shows the same, press the “View IBV” button and correct the bank information.      

When viewing an IBV, examine the bank statement to check for loans at other businesses. Also look for trends like declining balances that do not increase and no direct deposit. Look at the address, direct deposits to insure they match the information provided by the customer.    

If the customer uses this process, and everything matches, skip to section B below staying mindful of the items discussed in the bank account section, other things to watch for on the bank statement.  Make sure that the information on the IBV has transferred to the bank. If not put that information into the system.  


Learning Activity: Checking the Documents


Use Only Yellow Highlighters on verification!

    • Options include allowing the customer access to the bank through store computers. DO NOT allow any customer to give you any user names or passwords, the customer must complete this process.
    • Customer can also call the bank and give authorization to fax or e-mail a copy of the bank statement, please ask the bank to black out all but the last 4 of the account number.


  • The Name
  • The account number.


(Overdraft fees are not considered NSF’s)


Write the number of both items on top of the statement to ensure that the correct information is entered into FastTrack.  This will allow the system to properly underwrite the loan 

  • Check the THREE DAY BALANCE  and enter that on the application form and in FastTrack. 



  • This should always be highlighted. 


Once verified initial next to the bank information on the application.

  • Is the account used on a regular basis? 
  • Is the customer receiving direct deposit in the account? (make sure the payroll goes into this account)
  • Are there any other loans showing up? 
  • Are there any loans showing returns? 



  • Review the pay stubs for proof of income. 
  •  Customers name
  • Date of the pay stub
  • Once verified initial next to the bank on the application.
  • Review the year to date income and look for any discrepancies. (amounts, font changes, numbers not lined up)
  •  Check for garnishments. 
  • Calculate (25% NM, NV)/(30% UT, 35% ID) of the customers gross income and write that formula on the pay stub.  This would be the MAXIMUM loan amount allowed. Highlight this amount for easy reference.
  • Obtain a copy of the customers drivers license (increase the size) and social security card. Some individuals may not have the card with them.  Customers MUST HAVE a state issued valid drivers license or ID.  

If you have run the IBV, you can skip the section below

  • Use the Tele-Track (TT) look-up tool to verify the Social Security.
  • This  should pass, if this does NOT PASS the customer will need to provide another document that verifies the customers address and social security numbers.
  • Examples of items to verify the social security number include: Tax Returns, letter from the social security office, medical insurance cards, pay stubs, 
  • If you use one of the items listed highlight the social security number on the document. 


  • Once verified initial next to the pay on the application.
  •  Proof of residence (not required if IBV validates the address).
  • Preferred proof of residence is a phone bill with all pages. 
  • If they do not have a phone bill, a utility bill can be accepted. (Highlight the name and address on the bill) 


Learning Activity: Additional Documents Based on Other Loan Types


For Vehicle Secured Loans (Title and Auto Equity), you will need additional documents. 

On the documents you want to verify the vehicle identification number (VIN) and make sure it matches the title. 

  •  There are two places you can verify the VIN number on a vehicle. The dashboard and the drivers door. 
  • The drivers door will have a NADA tag that shows the vin number. 
  • Check the VIN number on the dashboard, amke sure the rivets are factory and the plate is attached well. If a rivet looks tampered with, take a picture and send it to your DM for approval. 
  • If your state allows or you have a service available, call the DMV/MVD to verify there is no lien. In New Mexico check the title issue date. If the date is today, you MUST wait three days before you can make a loan on that title.
  • When you call have the VIN and title number ready.  
  • Place a copy of the title in the customers file. Highlight the customers name and the VIN. 


  • Make a copy of the current registration. 
  • Highlight the customers name, the VIN, and the expiration date on teh document. 


  • Make a copy of the current insurance. 
  • Highlight the customers name, VIN, and expiration date on the document.   

Contact the customer’s insurance company and make sure we are listed as a “loss payee.” This guarantees FastBucks if the car is wrecked, (if possible with liability only).

On liability only policies, the reason to be listed as loss payee occurs when a vehicle is wrecked and the other party was at fault. In this case, FastBucks would be paid first because we hold secured interest in the vehicle. If this does not occur the damage/payoff check is sent directly to the customer, and you must now collect on a total loss vehicle.   

Vehicles with a total principal loan value over $2500 MUST HAVE FULL COVERAGE INSURANCE as a general rule. DO NOT LET THE CUSTOMER WALK AWAY FOR ANY REASON, 

You can obtain an exception with DM approval only.

Learning Activity: Loans to Self-Employed Customers

Loans to Self Employed Customers

Customers who are self-employed will be approved for loans the same as any other customer.  The only difference in required documentation is the proof of income since they generally do not receive standard paychecks.

Required documents with IBV check:

  • Complete Application
  • Copy of the IBV
  • Copy of a valid Drivers License or State issued ID
  • Proof of income from previous years’ tax returns (with the “Schedule C”)

Required documents without IBV check:

  • Complete Application
  • Copy of valid Drivers License or State issued ID
  • Proof of SS#
  • Proof of residence
  • Proof of income from previous years’ tax returns
  • Last 3 months’ bank statements

     To calculate the max loan amount, we will use the net profit or loss from the tax returns (“Schedule C”).  

If the customer has not filed taxes or does not have copies of the tax returns available, we may be able to do a loan with information from the bank statement with DM approval.

We cannot use a business bank account for the loan The customer’s name only must be on the bank account.

Level Seven Training: The Underwriting Process

Learning Activity: The Underwriting Process - General guidelines


This is a general overview of underwriting, you must also learn your state specific underwriting guidelines. 

Once the application is verified and you have entered the information in FastTrack, the loan underwriting process occurs. The FastTrack system handles the complete task of determining an amount the customer qualifies for based on income and expenses, Teletrack scores, state and federal laws and a host of other items.

During the initial period as a new employee at this point you should always consult your training manager or DM to assess the customer’s qualifications and assure uniform actions based on data and company policy. 


Installment Loans: 

Check the approval amount in FastTrack for the loan. We may loan up to a specific percentage of the customer’s monthly gross income. (This is state dependent so check with your trainer). Make sure the system does not loan in excess of this amount.

Check the bank statement and verify that the payment amount of the loan is available for THREE CONSECUTIVE DAYS throughout a 30-day period.    (Two times the payment amount on loans over $500).

EXAMINE the last 30 days of bank activity. Watch for accounts that continue to go higher into the negative.

Auto Equity Loans

  • Check the approval amount in FastTrack. We may loan up to a specific vehicle value determined into the system while taking into consideration the customer’s income. 
  • NEVADA SPECIFIC- On Regular Title Loans, the entire loan (interest + principle) must be less than the disposable income and the Monthly Gross income. On AE Installment Loans, the payment can never exceed the disposable income.
  • Once again, the FastTrack system evaluates loan amounts and the allowable percentages for a loan in any state based on law and the information YOU put into the system. You need to be aware of any damage on the vehicle at the time of loan, and during the loan period. You MUST deduct for damage accordingly as the system cannot determine that issue. GENERALLY, YOU WILL DECREASE THE VALUE BASED ON THE AMOUNT TO REPAIR THE VEHICLE. 
  • Contact the customer’s insurance company and make sure we are listed as a loss payee. (only on loans of $2500.00 or higher) This insures if the car is wrecked, even on liability only, we are paid if it was not the customers fault.

Existing Customer Loan Underwriting

  • Update all information the same as you would a new customer. This includes a full verification of all information every 3-6 months.
  • Check the customer’s payment history on the last loan. If any payment was made late the amount of the loan cannot increase.
  • If the payment history shows a bad debt status, the customer must return to a $100 loan. If the loan was paid within two days of bad debt status, the maximum loan cannot exceed higher than $100 or the smallest loan the customer paid on time. 
  • Bad debt status basically resets the customer and they must earn the increases again.

Fast Facts:

  • Installment Loans up to $2500.
  • NEVADA Maximum # of payments is 6 not to exceed 90 days.
  • NM, UT, ID Minimum number of payments must not fall below 180 days, cannot exceed 1 year.
  • NEVADA Minimum # of payments is 2
  • NM, UT, ID minimum number of payments cannot go under 180 days
  • We accept cash, money order, or cashier’s check for payment.
  • The customer may re-loan the same day as a payoff, the new loan is to be paid by check.
  • We may have three ACH returns on the account and then we can no longer ACH payments.


  • Check the approval amount in FastTrack.  We may loan up to a specific vehicle value determined in the system while taking into consideration the customer’s income, generally following the guidelines of between 40% - 80% of the value of the vehicle value depending upon loan product.
  • Once again, the FastTrack system evaluates this based on the information input into the system.  You will need to be aware of any damage to the vehicle and deduct accordingly as the system cannot determine that issue.  Generally you will decrease the value based on the amount to repair the vehicle.
  • For loans $2,500.00 and above, contact the customer’s insurance company and make sure we are listed as a Loss Payee.  This insures if the car is wrecked, we are paid if it was not the customer’s fault.
  • Get all appropriate paperwork filled out to “perfect” (Lien) the Title
  • You must perfect the Title within three business days of the loan transaction.


  • Title loans up to $2500 (Up to 25,000 loan amounts available with DM approval)
  • Title loans cannot exceed 30 days. If the customer is past due when they come in you will still go 30 days from the initial due date.  If the customer is early, you will go 30 days from the date they come in. 
  • NEVADA - Up to 6 renewals not to exceed 210 days. 
  • The monthly payment on an AE Installment Loan must not exceed the disposable income.
  • NEVADA - The total loan must not exceed the customer’s monthly gross income on a regular Title 304.25% product and cannot exceed the customer’s disposable income.
  • Make sure to update the Lien information in the Title tab in FastTrack so you will know when the Title was sent out to lien and received.
  • Have the customer sign the “Title Loan Affidavit” (OR STATE SPECIFIC LIEN PAPERWORK) on every new loan and subsequent renewal to ensure state compliance.
  • If a Title is stamped “Salvaged” or “Rebuilt” we will generally loan up to 20% of the value of the vehicle.

PAYDAY LOANS – Nevada Specific:

  • Check the approval amount in FastTrack. 
  • We may loan up to 25% of the customer’s monthly gross income, (must include principal and interest) with a maximum loan amount of $2,500.00.  Make sure the system does not loan in excess of this amount.
  • Check the bank statement and verify that the full amount of the loan (principal and interest) is available for three consecutive days throughout a 30 day period.
  • Check the Debt to Income Ratio worksheet and verify that the full amount of the loan (principal and interest) does not exceed the disposable income.


  • Payday Loans up to $2500.00
  • A Bi-weekly payday loan can be renewed up to 5X not to exceed 90 days.
  • A Monthly payday loan can be renewed up to 2X not to exceed 90 days.
  • We accept cash, money order, or cashier’s check for payment.
  • We require a new check with a correct date for each new loan or renewal OR the completed and signed “One Time ACH Payment Authorization Form”
  • The customer may re-loan the same day as a payoff, the new loan is to be paid by check.
  • We may have three ACH returns on the account and then we can no longer ACH.
  • When doing an ACH you must process it for the full amount due on the first attempt.
  • After the first attempt on the ACH, you can process for any amount that may become available.
  • When creating a draft, it must be for the full amount due or a partial amount of the balance.          

Learning Activity: The Contract



All of your documents completed AND

All of the information verified AND

The loan has been approved and processed.

We must make sure the customer completely understands the contract. They also must know what is expected of them according to the terms of the contract.

YOU MUST: Review the contract with your customer PAGE BY PAGE, Item by Item, to ensure they understand it completely.

Answer any and all questions the customer may have and only then have your customer sign in the appropriate areas.  

You MUST review the terms of the contract with your customer EACH AND EVERY TIME they come in on any new or renewed loans. Even if they have heard it before!

Two copies of the contract will print every time from FastTrack. 

We MUST give the customer their copy of the full contract. 

If they choose not to keep it we have the shredders available in the lobby so they can shred the paperwork themselves

Please review the Contract Explanation Sheet and video following this training segment.

Learning Activity: Contract Provision - Short Explanation Sheet

Contract Provision: Short Explanation Sheet


This is located under the Resource tab > Compliance, policy, procedure, and training > Contracts

  1. Parties to the Loan Agreement—FastBucks is the lender, and you are the borrower.
  2. Truth in Lending Act box—TILA
  3. Your APR is ___%.  The APR is the standard so consumers may compare the cost of different types of credit.
  4. Your finance charge is $____.  This is the loan interest & fees. 
  5. FastBucks has financed $____.  This is the principal loan amount.
  6. Your total of payments is $____.  This is the total amount (principal + interest & fees) you will have paid when all payments have been made as scheduled.
  7. Loan Security (Choose One A, B, C, or D):
  8. Payday Loan—This payday loan is between Fast Bucks and you; you agree to pay the total of payments with your check held as collateral.
  9. Title Loan—This title loan is between Fast Bucks and you; you agree to pay the total of payments with your vehicle as collateral.
  10. Installment Loan—This installment loan is between Fast Bucks and you; you agree to pay the total of payments with no collateral provided.
  11. Installment Title Loan—This installment loan is between Fast Bucks and you; you agree to pay the total of payments with your vehicle as collateral.
  12. Loan Payment(s) (Choose One A, B, C, or D):
  13. Payday Loan—A payment of $____ will be due on date.  
  14. Title Loan— A payment of $____ will be due on date.  
  15. Installment Loan—The 1st payment of $____ will be due on date.  You will have a total of _____ payments, each due on your payday.
  16. Installment Title Loan— The 1st payment of $____ will be due on date.  You will have a total of _____ payments, each due on your payday.
  17. No Prepayment Penalty—No penalty for paying off early. You have _____ hours to change your mind and return the cash or the check to Fast Bucks without paying any finance charges.
  18. Interest Period—The interest rate we agreed on will be in effect for the length of the loan and may continue to accrue until the final payment is made (including all fees and interest).
  19. Payment Provisions—You agree to pay on time here at the store by cash, money order, or cashier’s check, or electronically by ACH.
  20. Borrower’s Representations—By initialing in these 3 spaces you are confirming all information you have given is accurate, that you are not in, or plan to be in bankruptcy, and you will notify us if your address, phone, employer, or bank information changes. By signing you are agreeing to all terms of the loan.
  21. Events of Loan Default—The loan will go into default if you are late, break your promises, or give false information.
  22. FastBucks Rights if you Default—FastBucks may require you to (1) pay the off the entire loan (even though only one payment is due), (2) electronically ACH your bank, (3) continue to charge you interest, and (4) add any collection cost to your loan.
  23. Returned Check Penalty—If a check or ACH is returned NSF we will charge you $_____ .
  24. Collateral/Security for Loan—(Choose One A, B, C, or D):
  25. Payday Loan—Your check secures this loan.
  26. Title Loan— Your car secures this loan.
  27. Installment Loan—This loan is unsecured.
  28. Installment Title Loan— Your car secures this loan.
  29.  Contract Enforceability—If any part cannot be enforced, the rest of the contract will remain valid.
  30.  Contacting FastBucks by Mail—Notices by you or us must be sent to the address on the listed on the first page.
  31. Licensed—FastBucks is licensed by the state of ___________.
  32. Registered Agent—legal documents can be sent to the agent at this address.
  33. Privacy Notice—We share and protect you information according to the law.  It also tells you what information you can prevent us from sharing with others and how to let us know not to share.
  34. When and How we may contact you—We will contact you the day before and the day of your payment due date as a courtesy. We may contact you by mail, e-mail, text, or phone for collection purposes.
  35. Credit Check—We have the right to check or report your credit performance.
  36. Payment Plans (only required in some states)—FastBucks complies with the state of _________ for any payment plans upon default. 
  37. Attorney Fee Payment—You may be responsible for any attorney’s fees or court costs for arbitration or legal costs.

Other important parts include:

  • Post Contract Voluntary Authorization to Electronically Debit or Create Drafts for Your Convenience and Ease of Payment—You authorize us to electronically ACH/ draft your account for payments from $1 up to the balance due. This is for your voluntary ease of payment, and is OPTIONAL.
  • Arbitration Agreement—If we have a legal disagreement, we will choose arbitration as a first course of action. However, we retain all other legal options. Arbitration is simply a way to resolve conflict between two parties without going to court, and is decided by an unbiased third party whose decision is final.

Learning Activity: Explaining a contract video

Learning Activity: Adverse Action Video

Learning Activity; Adverse Action


  1. Once you review this section you must watch the video on adverse action.
  • Retain any information with the Adverse Action letter that supports the reason for the loan decline.  For example, pay stub, bank statement, etc. 
  • Make sure to shred any copies of ID that may be included in the paperwork.
  • This paperwork should be filed in folders labeled January – December and can be purged after 26 months. If stored in a bankers box, the box should be clearly marked so it can be located for Audit purposes.

Idaho Underwriting Guidelines

Idaho Underwriting Guide

See your trainer for the guide

New Mexico Underwriting Guidelines

New Mexico Underwriting

See your trainer for the guide

Nevada Underwriting Guidelines

Nevada Underwriting Guide link

See your trainer for the guide

Utah Underwriting Guidelines

Utah Underwriting Guide

Utah Underwriting Procedure

The following procedure is to help guide the underwriting and loan approval process for consumer loans written in Utah.

Point System

The Point System qualifies a consumer for their maximum loan amount based upon their credit information. The aspects of the consumer’s credit used to evaluate a loan are as followed: length at employment, length at residence, on-time monthly payments listed on credit report, checking account on file, and collateral, if any.

Refer to Exhibit A for the Point System.

The minimum credit score needed to qualify for a loan without District Manager override is 525. See the below section “Override with credit score lower than 525” for more information on override procedure.  

Ability to Repay

After finding the maximum loan value a consumer is qualified for using the “Point System,” ensuring the consumer has the ability to repay is the next step. 

To determine the consumer’s ability to repay, you will need to find their monthly loan payment. To do this you simply multiply their payment by how often they will make a payment per month. For bi-weekly you multiply the payment by 2 and for weekly you will multiply the payment by 4.

The first step to make certain the consumer can repay their loan is the monthly loan payment cannot exceed the percent of Gross Monthly Income that coincides with their FICO score.

Use “Chart A” to determine the percent of consumer gross monthly income that coincides with their credit score.

Example: If the consumer’s credit score is a 535, their monthly loan payment cannot exceed 10% of their gross monthly income.

Example: If the consumer’s credit score is a 612, their monthly loan payment cannot exceed 25% of their gross monthly income.

Debt to Income

The second step is using the consumer’s Debt-To-Income (“DTI”) to verify they can afford the payment. The consumer’s monthly payment amount has to be supported within their disposable income. The consumer’s disposable income is the amount of money they have left over after their bills are paid. When calculating the Debt to income ratio this ratio percentage cannot exceed 90%. This leaves 10% of the customer’s income for essentials not listed on the DTI sheet, and avoids causing additional harm to the consumer.

Note: It is good practice to use the consumer’s bank statement to verify payment amounts listed on the DTI page.

Refer to “Completing the DTI” section and Exhibit C for more information.

Bank Account

The final step to avoid causing harm to the consumer is evaluating the overall health of the consumer’s 30 day bank statement. The consumer cannot have more than 15 days within their 30 day bank statement with a negative balance. This ensures the consumer does not have more financial obligations than income. The 10 days with a negative bank balance does not need to be running, it is 15 days total within the 30 days.

Override with credit score lower than 525

If a consumer’s TeleTrack credit score is lower than a 525, a District Manager can override the loan. The consumer could qualify for a $200 or $300 loan to build up a payment history with the Company. To qualify for a loan the District Manger will refer to the Point System. If the consumer has 4-5 points they qualify for a $200 loan. If the consumer has 6 or more points they qualify for a $300 loan.

Minimum Loan Amount

The minimum loan amount a store can write without DM approval is $300. If a smaller loan is needed to ensure the consumer as the ability to repay, approval needs to be given from the DM.

Loan Increase

During the course of the business relationship with the Company, the consumer could qualify for a loan increase. If their last three payments have been made on time they would be qualified for $100 loan increase.

If the consumer is qualified for the $100 increase, you will still need to ensure the consumer can afford to repay the loan. You will follow the procedure under the “Ability to Repay” section. Meaning the monthly payment on the new loan cannot exceed the percent of Gross Monthly Income that coincides with their credit score. As well as their monthly payment needs within their “Disposable Income” on their DTI sheet.

Buy Ups

For a consumer to be eligible for a buy up, the last three payments on their current loan needs to be made on-time.

To process a buy up, you first want to ensure the consumer’s application and supporting documents are within six months.

The consumer needs to pay the interest amount that has accrued on the account, and you can buy up the loan to the either the original loan amount or if the consumer qualifies, the $100 increase.

Reading a Credit Report

Pulling the FICO score in FastTrack, adds the consumer’s credit report to the employee homepage under the TT lookup section.

When looking at the credit report on the employee homepage, the top section of the report is the consumer’s personal information. This section is used to help verify the consumer’s SSN, address and lists the FICO Score.

The second section lists the consumer’s “Previous Inquires.” These are the recent companies who have looked into their credit report. The inquire section list’s possible loans the consumer may have out and/or other finance companies they have applied for a loan. While reviewing this section you want to pay attention to the “Inquiry Date” and see if any inquires have been done recently.

     The final section is “FICO Tradelines.” This section lists all of the consumer’s account they have held. With each account listed, you will find the Name of the company, when the consumer opened the account, last report date, the balance, monthly payment amount, if the account is open or closed and how many months they have had the account open. You will also find how many times the consumer was 30, 60 and 90 days late.

This is the section you will pay the most attention to while qualifying the consumer for a loan product. To determine how many on-time monthly payments they have made for the Point System, you will use the accounts that are listed as “open.” Looking at the open accounts, locate the account that has the highest number of monthly payments. You will then subtract the number of monthly payments from the amount of times the consumer has paid 30, 60 and 90 days late. This is the number of payments the consumer has made on time, and the number you use with the “Point System.”

Using the example below to find the number of payments, you will use the “WEBBANK/FINGERHUT/2244970” account that has 23 payments. Subtract 23 from the number of payments they have made late. With this example the consumer has made 0 payments late, meaning they have made 23 on-time payments. This would grant the consumer 4 points on the “Point System.”

Refer to Exhibit B for an example Credit Report.

You can use the credit report to help fill out the consumers DTI page. The credit report adds up the consumer’s monthly payments for the accounts they have open. You can use this to compare the totals they supply you for their DTI “payment” section. For the example listed below the consumer pays $450 a month for credit accounts.

Completing a DTI

A Debt-to-Income (DTI) needs to be completed at least every six months when you get a document update from the consumer. The DTI page prints out on the third page of the application. You will fill out the DTI page personally, asking the consumer for the information needed.

The first three rows fill in from information located on the consumer’s paystubs, keeping in mind the three rows are gross monthly income. The first row on the DTI page is the consumer’s Gross Monthly Income. To find the Gross Monthly Income multiply their gross amount on their pay stub by how many times they get paid a year.  For someone that gets paid weekly you will multiply by 52, bi-weekly you will multiply by 26, semi-monthly you will multiply by 24, and monthly you will multiply by 12. You will then take that amount and divide by how many months in a year, 12.

Example: Consumer gets paid Semi Monthly, with gross of $2000.

The next five rows are what the consumer pays in bills. You will ask the consumer personally how much they pay in Rent/Mortgage, Utilities, Credit Cards, Car Payment, and Other Payments. Other payments would include phone bill, car insurance, day care cost, average grocery expense, etc. filling the amounts in the corresponding rows. Credit Cards also include any other loans the consumer may have; you will write the monthly payment for the loans.

Exhibit A

Exhibit A

Level Eight Training: Filing System

Learning Activity: Customer File Layout

Customer Files


Unsecured Installment/Payday Loan File


(From top to bottom)

Computer application

Current 30 day Bank statement

(without IBV)

Current pay stubs (without IBV).

Proof of Social Security number (without IBV)

Proof of residence (prefer phone bill, but utility bill ok) (Without IBV)



(From top to bottom)

Current Contract

No more than two previous paid contracts and paid receipts

Copy of check given to customer.

Paid in Full Receipt

Payday Loans must have the last 3 contracts and paid receipts

*Place all excess contracts and excess customer information into another file with the customer name and “file 2 of 2” written on the tab. 

All of the additional files should be placed in a file cabinet arranged alphabetically for future reference.

Customer driver’s licenses are placed in a separate area based on the DL policy. Ask your manager how they are handled.

Title, Auto Equity and Retail Installment File

Same rules apply as above if you have a current IBV.


(From top to bottom)

  1. Computer Application
  2. Paystub
  3. Proof of Social Security number
  4. Proof of residence
  5. IBV
  6. Copy of Title
  7. (AE) Registration and Insurance
  8. (AE) Vehicle evaluation form completely filled out.
  9. Copy of NADA Lookup showing the value of vehicle (not required if FastTrack populates information)
  10. (AE) Title in plastic pocket
  11. Title File Checklist


(From top to bottom)

  1. Contract
  2. (RIS only) Retail Sales Agreement
  3. No more than 2 past contracts with paid receipt.
  4. Non AE title loans must have 3 past title loans and paid receipts.

  • *Place all excess contracts and right side paperwork into another file with the customer name and “file 2 of 2” written on the tab. 
  • All of the additional files should be placed in a file cabinet arranged alphabetically for future reference

Learning Activity: Putting a File System in Place


  • Customer files need to be put together following the same method in every store. This provides a uniform design that allows employees to work in multiple stores. 
  • The files are kept in cabinets and use an alphabetical by last name filing system).
  • Remember, the inside right of the folder contains the loan agreements. 
  • You should not have in excess of the last two contracts and updates. (Unless this is a title or payday loan file. They have a minimum of three contracts and paid receipts). If there are more than that, the file should be purged and the information placed in your overflow files.
  • The inside left of the folder contains the customer’s information input into FastTrack used to underwrite the loan. This should include the signed computer application package.
  • ALPHA STORES: Active and past due files should be placed in a locked fireproof file cabinet in alphabetical order.
  • Your Bad Debt files should be kept in a separate location within your Bad Debt filing cabinet drawer by last name. This will also allow you (or anyone who may be working in your store) to locate the files quickly.
  • Reminder of color of file folders to differentiate loans:
    • Blue folders – Auto title loans
    • Purple folders – AE Installment loans
    • Green folders – Installment loans
    • Orange Folders – Retail Installment Loans
    • Manila Folders – Payday Loans
    • Manila Folders – Overflow (FAT) files

Files must never be left out at night. 

Alpha Filing System Details

Alphabetical Filing System Procedure

The alphabetical filing system allows your store to locate a consumer’s file faster within the entire consumer group by having the cabinets divided into few segments. All of your cabinets are organized alphabetizing by the consumer’s last name. The method for the system must be universal and follow the parameters described below to provide uniformity across the entire company.

The success of this filing system requires you to use FastTrack and place “pop-up” notes on the consumer’s account to include a host of items, some being the date of any required update, date the Photo Identification expires, and any notes regarding missing documents in a file. This allows you to know quickly when calling the consumer or when they are in the office, what updates are needed to keep their individual file information current and within policy.

Filing Cabinet Organization

Consumer files are divided up into four filing cabinet sections: Active, Inactive, Bad Debt, and Legal. Your Active account files include all current and past due loans. Inactive account files are where the consumer has paid their loan off in full. Bad Debt accounts are files where the customer’s status in FastTrack is in Bad Debt, meaning their ACH has returned and/or the account is 31 days or more past due. Legal accounts are files where you are processing small claims on the defaulted account.   

File Movement

There are three instances where a file will move from one filling cabinet to another. 

1. When an account moves into Bad Debt status, the file will move from your active filling cabinet to your Bad Debt filing cabinet. 

2. When a consumer pays off their loan you will move their file to your Inactive filing cabinet. Once a consumer receives a new loan product their updated file will be placed in your Active filing cabinet. 

3. Lastly if and when an account gets “moved to corporate,” you will remove their file from the Bad Debt filing cabinet and place them in a box. These boxes are organized per year, and retained following the company’s retention policy and procedure.

Printing Inventory List

To print an alphabetical list in FastTrack, you will need to click the “Daily Inventory” button in Store Reports. When prompted if you want the inventory printed in alphabetical order, you will click “yes.”

To ensure your files are organized properly and there are no missing files, inventory needs to be completed two times a week. This consists of printing your inventory in alphabetical order and highlighting the consumers names after verifying their file are in the proper place.

Tracking Accounts Weekly

Account Tracking

The method you use to track what needs to be getting done with each consumer due that week is simple. Every Monday morning print your inventory list by date, by clicking “no” when prompted to print in alphabetical order. You will select under printing options to print only the pages for the current week.

On each day use a the following color highlighters to designate the account action for the week. Do not stray away from the colors as every office needs to be uniform. 

You will designate the consumers who pay cash / debit card in ORANGE

You will designate customers who are ACH the day prior in GREEN

You will designate customers who are ACH on the day due PINK

You will designate  customers who are draft on the day due BLUE

On the same inventory sheet you also place the store notes for each account for both this week and the past due accounts. These notes would include but not limited to:

  • Promise to pay dates and times
  • Needed updates or missing files
  • Any special notes for the account
  • Use of the highlights above for target's.

Finally, for expedited customer service, pull any file that requires any updates the day the customer is due.

Fast Facts

As stated in the “Tracking Accounts Weekly” section, you should always do both “pop-up” notes in FastTrack and pull all files daily that needs to be updated to expedite the customer experience.

You must pull a file when paid in full and place the final receipt in the consumer’s file. This allows you to know which accounts are paid in full and need to be moved to the inactive filing cabinet. 

When the consumer’s FastTrack status is changed to active, bad debt, inactive, legal or small claims you must move that file to the appropriate cabinet at the same time. This allows your inventory to go smoothly. Waiting to move files will cause you to lose point on your audit, as inventory is still expected per policy.

Sheet example

Level Nine Training: Collections

Learning Activity: FDCPA Video

Learning Activity: FDCPA PowerPoint

Learning Activity: Video 3rd Party Disclosure

Learning Activity: Mini-Miranda

Learning Activity: Past Due

Learning Activity: Call Routine



One of the most important rules to remember is not to share anyone’s business with any outside party. Use care when collecting so that a person in your office does not hear the collection of another. Guard and secure customer privacy! 



FastTrack is a computer program and cannot determine if the information entered is correct. The responsibility falls on the employees of FastBucks and verification of any information gathered. Making sure that the phone numbers are correct, work and home are properly verified and information gathered is accurate begins the collection process. Starting from the moment you take the application increases your chances of not incurring a bad loan or customer. You MUST set expectations in the beginning of the loan. 


  • The number one reason a customer is past due occurs because an employee did not validate the customers pay day. Make sure you set the payment on the date the customer gets paid. This allows them to pay on time.  


Call Scripts follow in the next training segment.

  • **Payment plan letters will be sent out by Corporate** (Additional information below)
  • Due Date – Call customer and remind them they are due.

** Past Due letters and Text Messages are automated and should not be completed by the store personnel

  • When making calls always remember to include the Mini-Miranda when appropriate, (see video).

COLLECTION ACTIVITY – Calls and letters

    • Call home, work, and mobile.

Logging Calls In FastTrack

Collection calls should be documented in FastTrack.  If you don’t log the call, it didn’t happen. 

Spoke to customer: Only log this if you actually speak to the customer. This is not for use on refs unless you speak to the customer through the ref.  Make sure you are following all guidelines on making calls to references.

Called, left no message: Log this way if you get any recording, such as: “wireless customer is unavailable,” “mobile device is turned off or is outside of the calling area,” “customer does not have a voicemail set up,” etc.... If you log this way, provide an explanation in the Notes section. If you call the work and they do not take a message, log this way and provide an explanation in the notes section.

Left message: Log this way if you leave any kind of a message. If you speak to another person who has indicated they will give the cm the message, leave a note in the Notes section indicating this.

Other: Log this way for any disposition that is not on the list.

Disconnected: If any numbers are disconnected, continue to log as such EVERY DAY, with the exception of refs. If refs are disconnected, log it as such and then DEACTIVATE the ref by highlighting it and clicking on “deactivate” under the ref list. Remember that if the number requires an area code, it will sometimes say it is disconnected, so always try the numbers with and without an area code.

Do Not Call Ref: Log this way when refs have been called the one time we have available to call them, then DEACTIVATE the ref. Also log this way if the cell number is wrong and does not want to be called, or if the work has indicated they do not want to be called anymore.

No Longer Employed/No Longer Lives at This Address: If this is the case, log this way EVERY DAY.

Message Not Accepted: Log this way when you know that the job cannot or will not get a message to the customer, such as truck driving companies, oil field companies, mining companies, Wal-Mart, etc...... If this is the case, log this way EVERY DAY.


Select the "Do not call work box in the customer screen." 

Place a popup note in the message screen so everyone knows not to call work! 


Unsecured loans

  • Day 2 - Send friendly past due e-mail
  • Day 5 - Send firmer past due e-mail.
  • Day 10 - Send final past due e-mail.
  • Day 30 – Follow establish state protocol and send required letters. Depending on the state file legal action as rapidly as possible.
  • You must attempt to collect the payment through the bank in some manner before the legal process may begin. By Ach or deposit.  We must also ensure that the time has passed for a customer to go into a payment plan before any legal action.

Secured Loans

  • Follow same calling routine as above
  • Day 2 – Send friendly past due e-mail
  • Day 5 – Send firmer past due e-mail.
  • Day 5 – (AE) Verify the insurance is current and active.
  • Day 15 - Report loan to Teletrack.
  • Day 31 – (RIS ONLY) Field call and pick up merchandise.
  • Day 31 – Request repossession or request legal action approval.

Learning Activity: Call Scripts


Courtesy: Hello [customer name], this is [your name] calling from Fastbucks. Just to inform you, this call is an attempt to collect a debt and any information collected will be used for the purpose of collecting a debt. I was just calling to remind you your payment is due [date]. (Customer response). Thank you for your time. If you have any questions please feel free to call me.

 Late: Hello [customer name], this is [your name] calling from Fastbucks. Just to inform you, this call is an attempt to collect a debt and any information collected will be used for the purpose of collecting a debt. I am calling about your account that is currently [number of days] past due. (Pause to allow customer to respond, and then address the response).

Bad Debt: Hello [customer name], this is [your name] calling from Fastbucks. Just to inform you, this call is an attempt to collect a debt and any information collected will be used for the purpose of collecting a debt. I am calling about your account that is seriously past due. Right now, you are [number of days past due] and we need to resolve this situation right away. (Pause to allow customer to respond, and then address the response).

Every call is a different situation so addressing them would depend on the circumstances.

Discuss this with your trainer to get a bit more insight. 

Learning Activity: Repossessions






(Be sure to keep this receipt in your customer file as it is the proof that the customer received the letter)

Learning Activity: Reporting to TeleTrack


STATE SPECIFIC PAYMENT PLANS: You will need to report a customer to TeleTrack after the payment plan letter has expired or immediately upon default of the payment plan letter.   

NON PAYMENT PLAN STATES: You will need to report a customer to TeleTrack  immediately upon default of the contract. 

Below are the instructions on how to file a charge-off report. 


  1. Go to the LINKS tab on the employee Website and click on TeleTrack.
  2. Enter your MID and PASS CODE. 
  3. (Each Store has a code, if you do not know the code contact your DM)
  4. Click on CHARGE OFF
  5. Enter the information listed. 
  7. Click on submit



As soon as the customer has paid off, brought the account current, or redeemed, you will need to report this to TeleTrack. Below are the instructions to file a recovery report.  

  • Pull the TeleTrack charge-off report from the customers file for reference. 

(The information must be entered the same as when you reported)

  • Go to the LINKS tab on the employee website and click on TeleTrack. 
  • Enter your MID and PASS CODE
  • Click on Recovery
  • Enter the information exactly as it was on the original charge-off report. 
  • Print a copy to place in the customers file. 
  • Cllick on submit. 


Learning Activity: Skip tracing a Customer


  • You must review the two videos below to make sure you understand the rules before you start your skip trace. 

  • The company website offers numerous skip tracing resources. 
  • They are located under Resources > Links > on the FastBucks Home Page.

The tools available, combined with the customer application, knowledge of that person, are used as a guide to locate a customer. The best way to skip a customer begins during the initial loan process. As long as you have followed each step required during verification the customer’s location should be easier to find.

  1. Become a detective:  This means do not overlook any small detail the customer has provided.
  2. Send a letter and stamp the letter “address correction requested, do not forward.”
  3. Go through the Skip tracing websites and search yourself. 
    • Each offers different search parameters so notice what you can see about yourself and use those methods to locate individuals.
  4. Do not discount ANY lead, make good notes as they may not make any sense now, but as you continue to locate individuals, the pieces begin to fall in line.
  5. Calling references, you are ONLY allowed to ask the questions outlined in the CFPB policy! 
    • Never indicate the reason you are making contact. Hopefully the reference will be able to provide you with a new contact phone number.
  6. Look through the initial or updated paperwork. 
    • This is why it is so important you update the customer on a regular basis. 
    • Current paperwork generally has current information. 
    • People generally move on average every 2-5 years. 
    • If you’re not updating this will cost you when you skip the customer.
  7.  Secured (AE) loans require a title and insurance. 
    • Contact the insurance company and ask for a current declaration page. 
    • Verify the address with the insurance company. 
    • This is why it is so important you get listed on the policy even if the customer only has liability insurance.
  8. Secured (AE) loans contact the MVD (in states this is allowed) and verify the current address on the registration. 
    • This is why it is important to always get a copy of the CURRENT registration even if it is not expired.  

Small Claims Policy

Small Claims Policy

Statement of Need

The Board of Directors (“Board”) of FastBucks Holding Corporation has determined there is a need to establish and maintain policies and procedure to help guide the small claims process for the stores. Accordingly, the Company has adopted these Small Claims Policy (“Policy”) on behalf of all members of its corporate family that offer consumer financial products and services (individually and collectively, the “Company”).


The purpose of this Policy is to ensure all stores are following the same process for filing small claims on a consumer who has defaulted on their account and to ensure consistency across all stores and all accounts.


This Policy applies to the defaulted accounts and qualifying them from the small claims procedure. Accordingly, these Procedures apply to the process on which a defaulted account follows the small claims procedure.

Specific Goals

The specific goals for this Policy are as follows:

  • To define the Company’s small claims process
  • To define which defaulted consumer loans qualify for the small claims process
  • To formalize the Company’s steps for filing small claims on a defaulted account

Policy Elements

The elements of this Policy are as follows:

  • Policy Statement
  • Small Claims Procedures
  • Structure of Responsibility and Accountability
  • Service Provider Management
  • Monitoring and Testing
  • Reporting
  • Training
  • Audit
  • Policy Statement

It is the policy of the Company to ensure that all debt collection activities are conducted in a fair and respectful manner that complies with all applicable regulatory requirements affecting small claims and to prevent unfair, deceptive or abusive acts or practices in connection with the Company’s small claims activities.

Small Claims Procedures

The Company will develop and maintain detailed Small Claims Procedures that consider the regulatory requirements and include all the following elements:

  • Definitions
  • Procedures for identifying which defaulted accounts qualify for small claims
  • Procedures for defaulted account entering small claims

Service Provider Management

Through its Service Provider management process, the Company will perform due diligence, monitoring, testing, and auditing of the acts and practices of any Service Providers who perform services that involve consumers.  The Company will utilize its Service Provider management process to assure that its Service Providers are meeting their contractual obligations and all regulatory compliance requirements.  Refer to the Company’s Service Provider Management Policies and Procedures. 

Monitoring and Testing

The Company will monitor and test relevant aspects of its operations to the extent that they give rise to productivity of the Small Claims Process.  The Company will also monitor and test relevant aspects of the operation of its Service Providers.  The CCO will develop monitoring and testing protocols for this purpose, using outside counsel and consultants as necessary. 


The CCO will report regularly to the Board with respect to the Company’s testing and monitoring of its small claims performance.  The Company will use this information to inform the Board about its performance.


The CCO will ensure that the Company’s employees, including senior management and the Board, receive training on this Policy at least annually. Additional or alternative training may be required in the discretion of the CCO.


The Company will conduct an annual audit to review this Policy.  The results of the audit will be reported to the Board.


This Small Claims Policy was adopted by the Company’s Board of Directors on April 20th, 2018

Small Claims Procedure

Small Claims Procedure


Statement of Need

The Board of Directors (“Board”) of FastBucks Holding Corporation has determined there is a need to establish and maintain policies and procedure to help guide the small claims process for the stores. Accordingly, the Company has adopted these Small Claims Procedures (“Procedure”) on behalf of all members of its corporate family that offer consumer financial products and services (individually and collectively, the “Company”).


The purpose of these Procedures is to ensure all stores are following the same process for filing small claims on a consumer who has defaulted on their account and to ensure consistency across all stores and all accounts.


These Procedures applies to the defaulted accounts and qualifying them from the small claims procedure. Accordingly, these Procedures apply to the process on which an defaulted accounts follows through the small claims procedure.

Specific Goals

The specific goal for these Procedures is to ensure the Company follows the same process and time line for filing small claims on defaulted accounts.

Elements of this Procedure

The elements of these Procedures are as follows:

  • Small Claims Procedure
    • 21 Days Past Due
    • 10 Day Intent to Sue Letter
    • District Manager Exception
    • 31 to 45 Days Past Due
    • Nevada Branches Specifically
    • Garnishment Bucket
  • Service Provider Management
  • Monitoring and Testing
  • Reporting
  • Training
  • Audit





Small Claims Procedure

The following procedure is to help guide the small claims process on when to file a claim, and what qualifications the account needs to be eligible for small claims.

21 Days Past Due

The process for small claims begins when an account becomes 21 days past due. At this time you need to determine the eligible for small claims. You also need to be aware that before you can file small claims with your counties court house, you need to have attempted to collect the debt for the consumer. This can include but is not limited to our collection calls, past due letters sent out, and if we have permission from the consumer, a returned payment.  

For an account to be eligible for small claims, the consumer needs to be servable. Meaning a process server or constable needs to be able to serve the legal documents to our consumer. If you have verified the consumer is no longer employed and/or no longer at their address, the account would be un-servable. These accounts would not be eligible for small claims.

If a consumer lives on a reservation and you are unable to have a process server or constable to serve papers, they would be un-servable and not eligible for small claims. However if the tribal council has awarded you permission to utilize their deputy to help assist in serving papers, you may proceed with small-claims.

If you have determined an account is un-servable, you need to actively skip-trace the consumer to find their new address and/or employment. As soon as you learn new information you may proceed with small claims.

10 Day Intent to Sue Letter

After determining eligibility for small claims you will send the “10 Day Intent to Sue” letter to the consumer. This letter informs them they have 10 days from the date listed on the letter to bring their account current or legal actions may occur. The date entered on the 10 day letter, must be the day the letter is place in the mail. Remember if you send the letter to the consumer, 10 days for the day the letter is sent out you MUST file small claims. We only send the “10 Day Intent to Sue” letter if we are planning on filing small claims. As a company it is our policy and procedure to honor the information we tell our consumers. By informing the consumer we may file on them in 10 days unless they bring their account current, and we do not file we are in violation of our policies and procedures.

District Manager Exception

Your District Manager is to be informed of the status on the defaulted accounts. You will send your District Manager two lists; one list for who is eligible for small claims and one for who is ineligible for small claims.

The lists for who is eligible for small claims must include the following information:

  • Full name
  • Last 4 of the social security number
  • Last due date
  • Amount the claim and summons will be filed for
  • Date the “10 Day Intent to Sue” letter went out
  • Date you will be filing with the court house if the consumer does not become current on their loan

The list for who is ineligible for small claims must include the following information:

  • Full name
  • Last 4 of social security number
  • Last due date
  • Reasons why the consumer is not eligible

District Manager’s are can make an exception to not file small claims. Exceptions can include a solid promise to pay from the consumer, or you will not be able to get a return on the money spent during the small claims process. An example of this is would be, if the consumer is on a fixed income and has no assets. You would not receive a return on the money spent to file and you will be causing additional harm to the consumer.

31 to 45 Days Past Due

When an account is in Bad Debt status and the 10 days has expired on the “10 Day Intent to Sue” letter you may file the claim and summons with your court house or send the information to your attorney. Without approval from your District Manager, all claims and summons should be filed when a consumer is 31 and 45 days past due on their account. The longer you wait to file, the chances of you being able to collect on the account decreases. You are also in violation of the “10 day letter” within our policies and procedures.

As soon as the account is filed with the court house or sent to your attorney, you must move the account in FastTrack to the “Garnishment Bucket.” When the “date filed” is inputted and saved in the garnishment bucket the consumer will no longer be in your call queues. When an account is filed with the court house all in house collections need to cease.  

See the “Garnishment Bucket” section for more information.

Nevada Branches Specifically

If a consumer in the state of Nevada makes less than $11 an hour the account is not eligible for small claims. This includes if the consumer has 2 different jobs and both jobs added together make more than $11 an hour, but separately they are less than $11 an hour. This account is not eligible for small claims.

Garnishment Bucket

The buckets are designed to help keep track of all the steps within the small claims process. It also allows for easy storage of the dates, dollar amounts, case number and all notes included with the garnishment process. The buckets are to be utilized on every account and updated as you move through the garnishment process.

The same day a claim and summons gets filed at the court house, the account needs to be added to the garnishment bucket. As soon as an account is added to the bucket with the “Filed Request” date inputted, the account is automatically removed from your call queues.

To add an account to the garnishment bucket you will select the loan you are filing small claims on, and then click the “Buckets” button. This will bring up a new window, you will select which bucket type you want to add the account to. In this case you will select the “Legal Action” bucket and then the “Add” button.


After you save the bucket information, you will be brought to a new window. Here you will use the drop down items to select the “type” of Legal Action the account will be entering. Filling in all the information you know. At the beginning of the process you should at least know the minimum, File Request date, Balance at Filing, and name of court house.

As you move through the garnishment process and receive new information, you will update that information in the garnishment bucket as soon as you receive it. This will keep all the important information in one location for easy retrieval.

Service Provider Management

Through its Service Provider management process, the Company will perform due diligence, monitoring, testing, and auditing of the acts and practices of any Service Providers who perform services that involve consumers.  The Company will utilize its Service Provider management process to assure that its Service Providers are meeting their contractual obligations and all regulatory compliance requirements.  Refer to the Company’s Service Provider Management Policies and Procedures. 


Monitoring and Testing

The Company will monitor and test relevant aspects of its operations to the extent that they give rise to productivity of the Small Claims Process.  The Company will also monitor and test relevant aspects of the operation of its Service Providers.  The CCO will develop monitoring and testing protocols for this purpose, using outside counsel and consultants as necessary. 


The CCO will report regularly to the Board with respect to the Company’s testing and monitoring of its small claims performance.  The Company will use this information to inform the Board about its performance.


The CCO will ensure that the Company’s employees, including senior management and the Board, receive training on these Procedures at least annually. Additional or alternative training may be required in the discretion of the CCO.


The Company will conduct an annual audit to review these Procedures.  The results of the audit will be reported to the Board.


These Filing System Procedures were adopted by the Company’s Board of Directors on



Learning Activity: Legal Action


  •      FastBucks as a company prefers to collect through normal means, and feels that legal action should only be completed after all other avenues are exhausted. We have learned that by working with a customer in the front part of the loan (during application) many problems can be solved in the future.  In some cases the company must take the process of collecting our money to the next level. If this occurs, you must follow the next steps.
  •       Because of state differences, each step may be unique to your district. You need to get with your trainer, manager, or DM for training on the entire process.
  •  If you have an employee or firm who handles the legal process, the more steps you can complete for them, the faster your cases will be filed. In each step, we require you to verify the customer has not filed bankrupt as if they have you must stop all collections, including court cases immediately. Since an instance or simple mistake can cost the store thousands for a violation, we want to insure we are not collecting on a bankruptcy.    
  • Obtain approval from your DM to file legal action.
  • Begin the process by sending a legal notice to the customer registered mail (no signature return necessary if required by state law no more than 30 days from the time they were due. You must wait the timeframe on the letter prior to any lawsuit. States will vary. 
  • Once the 30-day timeframe has passed begin by completing a civil filing packet. Each state may be different but the basics are the same. Each should contain one of more of the following items;
  • A Civil Summons
  • A Civil Complaint
  • The paperwork is processed by the courts and a case number is assigned.
  • Return to the store (or if using an attorney and they give you the case number), and assign the loan to the legal bucket, select legal action, add and save. Do not place any account into the legal status bucket until you receive a case number.

At this point the “Legal Bucket” appears on the account.

  • Click on the legal bucket button and the legal action tab pops up.

  • The type always shows garnishment, and this process also freezes the interest. Make sure you always select the update button.
  • Insert the case number assigned by the courts and the date you filed legal action.
  • Insert the Balance at Filing which will be the amount of the actual case filed.
  • Once the paperwork is served on the customer select legal bucket and select the served papers date and place the date the customer was served, not the date you received the paperwork back from the process server.
  • Once you go through the judgment process place the amount awarded by the courts and include any fees.
  • The next step is filing a writ of garnishment with the courts.
  • Once that step is complete note that date in writ filed
  • Monthly amount will generally be left blank as the amount varies during a write, but do note the date the writ is filed against the customer’s employer.
  • Use the add notes screen for any notes on the accounts including payment plans, etc. you work out with the customer.





  • IF NEEDED Your DM will notify IT through the AR system so an adjustment can be made on the customer’s account to align the amounts with the court judgment.
  • Once the account is adjusted post the payments.         

Appendix: State Specific Information

Nevada Title Loan Lien

How To Perfect a Lein On The Title in Nevada

Fill out the information on the back of the Title on the bottom portion as lien holder.

Make sure to write it exactly how you want it to be printed on the Title.  Carefully fill this out if there is a mistake we will have to submit a notarized erasure affidavit so please if you are not sure or have any questions contact your District Manager.

Print a check made to the DMV for $21.00

Make two copies of the check – one for the customers file and one for the EOD paperwork.

Make a copy of the customers signed contract (Just the contract, no other documents)

The envelope to the DMV should contain:

  • Copy of the Contract
  • Check for $27.00 $21.00 made out to DMV
  • The Title (with the information completed on the bottom portion on the back)

Mail to:

DMV Attn: Title Department

555 Wright Way Drive

Carson City, Nevada   89711

Update this Lien information in FastTrack in the customer’s account under the Title tab.

Nevada Payment Plan


Example of Letter:

Pursuant to Nevada Law §604A,475, you have 30 days from the date of default in which to enter into a 90-day repayment plan.

FastBucks offers customers a payment plan as follows:

1. 20% of balance due to enter into payment plan;

2. 25% of original balance due 8 days after entering plan;

3. 25% of original balance due 15days after entering plan;

  • 30% of original balance due will be paid in biweekly installments with the last installment to be paid on or before the 90th day after entering the payment plan.
  • *** Add in 3rd page of new payment plan letter
  • FastBucks has a payment plan letter form that is specifically authorized for this use.

NOTE: Payment plan letters should be sent by the 12th day past due.

  • The payment plan letters are mailed out to the customers by Corporate. 
  • They are also e-mailed to each office and a copy should be placed in the customer file.
  • If you need to send a letter directly from the office you will use the “Firm Book” for the proper verifications that the letters were sent.  Contact your DM for more information on this process.
  • Before FastBucks can take any legal action (garnishments, repossessions) to collect on deficient Nevada loans:

The payment plan letter must have expired or the customer must have defaulted on the payment plan.

Placing a lien on a title in New Mexico

Placing a lien on a title in Utah

Placing a lien on a title in Idaho

New Mexico Daily Report assembly example

New Mexico Courier Store Example

Session Training: SOAR video - Store Guidelines

Learning Session: SOAR Video

SOAR Guidelines - How to pass!


Go through each section with your trainer so you can understand each area looked at in a store review. 


Store Operations Achievement Review  


FastBucks Holding Corporation and its affiliates (“FastBucks”) is committed to providing dependable, continuous and sustainable financial services by offering financial services to under-banked customers.


On the Use of this Checklist

The format of the checklist is designed to guide the process. Every question must be answered: the auditor should check “yes,” “no,” or “not applicable (N/A)” and comment accordingly. The comments are especially important input for the record, particularly where the answer is “no.”

This checklist cannot substitute for a sound understanding of auditing tasks and protocol, nor reduce your responsibility for thoroughness. It serves as a guide, intended to help organize the audit process and to aid your memory. This checklist is not exhaustive, and the audit team should review and update it regularly, based on lessons learned.

BUILDING, PREMISES, LOBBY (17 Possible Points)

1. Is the store clean and organized including outside areas in front of store?  (3pts)

2. Is the exterior business signage in good condition?  (1pt)

3. Is current window signage sufficient for required branding purposes?   (1pt)

4. Are all interior lights in working order? (1pt)

5. Is lobby area clean and presentable for our customers? (3pts)

6. Is all interior store signage up-to-date and approved by corporate? (1pt)

7. Are Current licenses and fees displayed along with any state or federally required posters?  (1pt) 

8.The cameras work and adjusted properly? (1pt)

9. Is there a serviced fire extinguisher in the store? (1pt)

10. The staff looks professional and portrays a good image per dress code policy? (1pt)

11. From arrival to entry does the store represent the professional appearance required? (3pts)

Notes / Recommendations:


12. Employees strictly observe the posted store hours.  (Store opens and closes on time.) (2 pts)

13. Are customers greeted promptly and properly? (1pt)

14. Employees follow the phone script and offer to take applications over the phone? (1pt)

15. Employees initially ask if customer banks online? (2pts)

16Are contracts explained to the customer per policy? (3pts)

17. Customers are told they can buy down to avoid sustained usage? (1pt)

18. Are employees explaining referral policy referrals? (2pts)

19. Has rapport been established? (1pt)

MARKETING (3 Possible Points)

20. Is the store utilizing Corporate approved marketing letters, postcards and flyers?   (3pts)

CASH RECORDS (12 Possible Points)

[Random Sample of 5-10 Days]

21. Does the total cash count & total inventory reconciles with the recorded total to the Expected Balance & Inventory?    (3pts)

If not, please enter the difference in the comments section.

22. Are voided checks sent to Corporate as required from the existing voided check file? (1pt)

23. Are original expense receipts attached to the EOD paperwork and show no irregularities?    (1pt)

24. Are copies of checks accounted for?  (2 pts)

25. Bank deposits are made on time?     (2 pts)

26. Validated deposit slips are attached to EOD?    (1pt)

27. Are deposit slips filled out correctly with copies retained per policy?  (1pt)

28. Are Customer Reimbursement Forms being completed correctly and included in daily paperwork ?  (1pt)

CUSTOMER FILES (9 Possible Points)

29. Is a completed inventory verified twice weekly?   (2pt)

30. Is the Litigation Bucket & Repo Bucket in FastTrack current and being utilized properly? (2pts)

31. Are APR’s accurate on contracts? (Visually Scan for discrepancies)   (1pts)

32. Do loan agreements print correctly (all pages and no odd page breaks), have no fading, or no alterations?   (1pts)

33. Loan files and cash are secured after hours in a manner that only authorized personnel can access?   (1pt)

34. In complying with 3rd Party Disclosure, are files not in customer’s view and reach? (2pts)

RUN AN INVENTORY REPORT, BUCKET REPORT AND BAD DEBT EXPENSE REPORT.  PULL A TOTAL 10 RANDOM CUSTOMER FILES SELECTING FROM EACH OF THE REPORTS, INCLUDING PAST DUE ACCOUNTS.  CHECK FOR VERIFICATIONS, CONTENTS AND WHETHER LOANS ARE MADE WITHIN COMPANY GUIDELINES.   (Recommendation is that files should be pulled in accordance to individual store performance. For example, more bad debt files and new loans should be pulled if bad debt is high in store or more past due files should be pulled if past dues are high in the store. Total number of files reviewed still needs to be a total of 10)


(32 Possible Points)

35. Completed loan application, texting and military provisions are signed by the borrower?     (3 pts)

36. Is the contract signed by the customer, with a copy provided to borrower?   (2 pts)

37. Is IBV being utilized whenever possible?  (1pt)

38. Lacking an IBV report, are all relevant documents in the file?  (3 pts)

39. Was IBV or IDology used to verify the SSN to avoid fraud or identity theft?  (2 pts)

40. Was all info on application verified and initialed?  (3pts)

41. Are the pay frequency, pay date, and amount matching in the file and FT?  (3 pts)

42. Are all contracts accounted for with no signs of manipulation?  (1 pt)

43. Lacking IBV, Was income properly documented with calculations on the paystub & notations made on bank statement?  (3pts)

44. Have all files reviewed been purged to policy? (left side/ right side)      (2pts)


45. Identification was properly verified?   (3 pts) Photocopies of driver’s licenses are not kept in the file.  (If found, 3 points will be subtracted from audit score.)

46. When needed, Adverse Action notices mailed or given to the customer in the proper time? (2 pts)

47. Are all Titles perfected within three business days of the transaction?   (2 pts)

48. Are Adverse Action letters completed correctly and filed properly in yearly folders ? (2pts)

PAST DUES & BAD DEBT (10 Possible Points)

49. Was a courtesy call made the day before due and on the due date? (for past due accounts)   (1pt)

50. Were funds verified daily?   (1pt)

51. Are all available numbers called daily (work, cell, and home)? (3pts)

52. If store debt is greater than 12%, does the store make a second round call, or trade calls with another location?   (1pt)

53. If possible, was the customer sent approved e-mail?   (1pt)

54. Have all applicable files been reported to Tele-Track?   (2pts)

55. Per FDCPA, references were called one time only?   (1pt)


List staff actually seen during this audit by title and number of individuals in that role:

56. Are the employee’s schedules posted online?  (1pt)

57. Staff well trained in performing their job functions?   (2pts), if not, which individuals require attention, and what training do you recommend?

58. Are all store computers restarted nightly per policy?  (1pt)

Session Training: Manager Level

Training Activity: Store Paperwork Filing Systems