2017
Investor Reporting Performance
Scorecard
REFERENCE GUIDE
VERSION 3.0
© 2017 Fannie Mae. Trademarks of Fannie Mae
Contents
I. About This Document......................................................................................................................................2
II. Investor Reporting Performance Scorecard Introduction ......................................................................................3
III. Investor Reporting Performance Metric Definitions .............................................................................................5
Fannie Mae Weighted Metrics:.........................................................................................................................5
Fannie Mae Non-Weighted Metrics: ..................................................................................................................7
IV. Performance Measurement Methodology ....................................................................................................... 12
Measurement Criteria ................................................................................................................................... 12
Score Grid: ................................................................................................................................................. 12
Final Score & Color Rating: ........................................................................................................................... 13
Final Rank: ................................................................................................................................................. 14
V. Resources and Appendix.............................................................................................................................. 15
© 2017 Fannie Mae. Trademarks of Fannie Mae.
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I. About This Document
This document serves as a reference guide to the Investor Reporting Performance Scorecard. This document will be
updated from time to time as the program continues to evolve.
This document provides additional context for servicers as they evaluate their results as represented in the IR
Performance Scorecard. Details regarding the Investor Reporting performance metrics can be found in the Metrics
Definitions and Performance Measurement Methodology section of this document.
Investor Reporting Performance Scorecard Guide primarily examines the following topics:
 Investor Reporting Performance Scorecard Introduction
 Investor Reporting Performance Metrics Definitions
 Performance Measurement Methodology
Resources
The Lender Marketing ID referred to in this document is a unique identifier that is common to every counterparty Fannie
Mae does business with. It is a five character designation that uniquely identifies a common corporate family relationship.
Marketing identifiers are a mechanism used to organize lenders into groups for tracking purposes. It is the counterparty
that Fannie Mae is exposed to from either a lending or servicing perspective.
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II. Investor Reporting Performance Scorecard Introduction
What is Investor Reporting Performance Scorecard?
The Investor Reporting Performance Scorecard is Fannie Mae’s servicer performance management system and incentive
framework. It is designed to:





Provide consistent, specific, and measurable feedback to our servicers
Align servicer activities to Fannie Mae's business goals
Focus on success drivers to help prioritize efforts
Measure and communicate performance
Provide opportunities for recognition of top performers
Servicers included in the program represent the substantial majority of Fannie Mae’s total credit exposure and servicing
volumes. They are currently classified into three groups: Peer Group 1, 2 & 3.
Below is the servicer inclusion criteria for 2017:



Peer Group 1: Servicers with greater than 50,000 total loans, at least 750 loans between 60 days delinquent and the
published foreclosure time frames, and at least 1,000 loans beyond the published foreclosure time frames.
Peer Group 2: Servicers not in Group 1 and servicing greater than 50,000 loans and at least 750 loans between 60
days delinquent and the published foreclosure time frames.
Peer Group 3: Servicers not included in Groups 1 or 2 with greater than 50,000 loans or at least 20,000 loans that
includes a population of 1% or greater that is 60 days or more delinquent.
© 2017 Fannie Mae. Trademarks of Fannie Mae.
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Investor Reporting (IR) Performance Scorecard
Servicers are evaluated based on their performance related to Investor Reporting metrics which measure servicer
efficiency related to their reporting and remittance functions.
The IR Performance Scorecard is designed to help our servicers quickly identify opportunities for improvement. The IR
Performance Scorecard compares servicer’s Investor Reporting performance relative to other servicers and measures the
timeliness and accuracy of the data they report to Fannie Mae. Overall, the IR Performance Scorecard monitors servicers’
progress and trends against key indicators selected to reflect Investor Reporting’s current business objectives. These
objectives are weighted by their current strategic importance to Fannie Mae.
IR Servicer Performance Score Card Summary Report:
This is an individual IR summary Score Card of each servicer within Peer Groups 1, 2, and 3. This report displays metrics
for selected Lender Marketing IDs. The essence of this report is that servicers are evaluated based on current activity
data as well as rolling 3-month average data. For the current activity, the servicer is assigned a color and rank for each
performance indicator. The report also shows Min, Max, & Avg value of each key metric for the peer group to illustrate
servicer’s performance compared to its peers.
Rolling 3-month Average = Current activity period value + Prior two activity periods values divided by number of
activity periods for which data is available.
© 2017 Fannie Mae. Trademarks of Fannie Mae.
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III. Investor Reporting Performance Metric Definitions
Metric No.Fannie Mae Weighted Metrics
Weight Per
Metric
1 Multi-Occurrence Hard Reject Rate
2 Ending Hard Reject Rate
Weight Per
Metric
Metric No.Fannie Mae Non-Weighted Metrics
20
7 Beginning Hard Reject Rate
0
5
8 Beginning Soft Reject Rate
0
9 Ending Soft Reject Rate
0
3 Aged Recurring Hard Reject Rate
25
4 Multi-Occurrence Soft Reject Rate
10
10 Average Daily Shortage Amount
0
5 Aged Recurring Soft Reject Rate
15
11 Surplus Percent
0
6 Shortage Percent
25
12 Loans Not Reported Rate
0
100
13 LAR 83 Discrepancy Rate
0
14 Average Days Reporting Liquidations
0
Total
NO TE:
Fannie Mae reserves the right to revise the weights and threshold ranges assigned per metric.
NO TE:
Metrics highlighted in tan represent new metrics to the scorecard
Fannie Mae Weighted Metrics:
1.
Multi-Occurrence Hard Reject Rate (M etric Weight = 20):
Percentage of loans in portfolio w ith multi-occurrence hard rejects for the activity month selected. It measures the loans that
hard rejected during the current processing period and have also rejected once or more in the previous 5 months, as a
percentage of the total loan count1. For summary loans, the numerator is count of unique loans w hich had an occurrence of a
payment hard reject for the activity month selected and at least one or more times in the previous 5 months. If the loan is a biw eekly loan and had a hard reject, it is included if the payment due date falls w ithin the selected activity month, but it is only
included once even if there are multiple payment due dates or hard reject occurrences w ithin the selected activity month. The
hard reject is triggered w hen the servicer’s reported Loan Activity Report ( LAR) does not meet Fannie Mae’s (Servicer Investor
Reporting SIR system) expected principal value for the activity month selected. For more clarification, see Appendix A.
M ulti-Occurrence Hard Reject Rate = {(Multi-Occurrence Hard Reject Loan Count) / (Total Loan Count)} * 100
If the denominator is zero, then display Multi-Occurrence Hard Reject Rate as zero.
Example:
If the multi-occurrence hard reject loan count is 1,850 and the total loan count is 100,000 then the MultiOccurrence Hard Reject Rate would be 1.85%.
2.
Ending Hard Reject Rate (M etric Weight = 5):
Percentage of loans in portfolio w ith ending hard rejects for the activity month selected. It measures the number of loans t hat
stayed as hard reject at the end of the processing period (i.e. hard rejects that occurred during the processing period w hich
w ere not resolved by the end of the processing period) as a percentage of the total loan count. For summary loans, the
numerator is count of unique loans w hich had an occurrence of a payment hard reject for the activity month selected that exists
at the end of reporting cycle. If the loan is a bi-w eekly loan and had a hard reject, it is included if the payment due date falls
w ithin the selected activity month, but it is only included once even if there are multiple payment due dates or hard reject
occurrences w ithin the selected activity month.
Ending Hard Reject Rate = {(Ending Hard Reject Loan Count) / (Total Loan Count)} * 100
If the denominator is zero, then display Ending Hard Reject Rate as zero.
1
Total Loan Count = Total loans in the beginning of the cycle + readds + new acquisitions
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Example:
If the ending hard reject loan count is 105 and the total loan count at the beginning of the reporting cycle is
100,000 then the Ending Hard Reject Rate would be .105%.
3.
Aged Recurring Hard Reject Rate (M etric Weight = 25):
Percentage of loans in portfolio w ith aged recurring hard rejects for the activity month selected. Aged recurring hard rejec ts are
hard rejects that have occurred on individual loans over the span of five consecutive reporting periods, including the curre nt
activity period.
Aged Recurring Hard Reject Rate = {(Aged Recurring Hard Reject Loan Count) / (Total Loan Count)} * 100
If the denominator is zero, then display Aged Recurring Hard Reject Percentage as zero.
Exam ple:
If the aged recurring hard reject loan count is 8 and the total loan count 100,000 then the Aged Recurring Hard Reject Rate for
the reporting period w ould be .008%.
4.
Multi-Occurrence Soft Reject Rate (M etric Weight = 10):
Percentage of loans in portfolio w ith multi-occurrence soft rejects for the activity month selected. It measures the percentage of
loans that soft rejected during the processing period, and has rejected once or more over the previous 5 months as a
percentage of total loan count. For summary loans, the numerator is count of unique loans w hich had an occurrence of a
payment soft reject for the activity month selected cycle. If the loan is a bi-w eekly loan and had a soft reject, it is included if the
payment due date falls w ithin the selected activity month, but it is only included once even if there are multiple payment due
dates or hard reject occurrences w ithin the selected activity month.
The soft reject is triggered w hen the servicer’s reported Loan Activity Report (LAR) does not meet the Fannie Mae’s (Servicer
Investor Reporting SIR system) expected interest value for the activity month selected.
M ulti-Occurrence Soft Reject Rate = {(Multi-Occurrence Soft Reject Loan Count) / (Total Loan Count)} * 100
If the denominator is zero, then display Multi-Occurrence Soft Reject Rate as zero.
Exam ple:
If the multi-occurrence soft reject loan count is 1,500 and the total loan count is 100,000 then the Multi-Occurrence Soft Reject
Rate w ould be 1.50%.
5.
Aged Recurring Soft Reject Rate (M etric Weight = 15):
Percentage of loans in portfolio w ith aged recurring soft rejects for the activity month selected. Aged recurring soft rejects are
soft rejects that have occurred on individual loans over the span of five consecutive reporting periods, including the current
activity period.
Aged Recurring Soft Reject Rate = {(Aged Recurring Soft Reject Loan Count) / (Total Loan Count)} * 100
If the denominator is zero, then display Aged Recurring Soft Reject Percentage as zero.
Example:
If the aged recurring soft reject loan count is 5 and the total loans in portfolio at the beginning of the reporting cycle
is 100,000 then the Aged Recurring Soft Reject Rate for the reporting period would be .005%.
6.
Shortage Percent (M etric Weight = 25):
Measures the rate at w hich a servicer’s monthly remittance is less than the total amount expected to be remitted by Fannie
Mae’s Investor Reporting System (SIR). Shortage Percent is Total Shortage Amount divided by Total Due w here Total Due is
equal to Total Monthly Remittances plus the Total Shortage Amount less the Total Surplus Amount. Total Shortage Amount is
the shortage balance at the close of cash reconciliation activity period for A/A, S/A, & S/S cash remittance types.
Shortage Percent = {Sum (Total A/A Shortage Amount, Total S/A Shortage Amount, Total S/S Shortage Amount)} /({Sum
(Total Monthly Remittance for A/A loans, Total Monthly Remittance for S/A loans, Total Monthly Remittance for S/S loans)} +
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{Sum (Total A/A Shortage Amount, Total S/A Shortage Amount, Total S/S Shortage Amount)} - {Sum (Total AA Surplus
Amount, SA Surplus Amount, Total SS Surplus Amount)}) * 100
Exam ple:
Shortage Percent = {$1,508.26/ ($103,683,831.79 + $1,508.26 – $1,134,618.70)} * 100
=0.0014%
Fannie Mae Non-Weighted Metrics:
7.
Beginning Hard Reject Rate:
Percentage of loans in portfolio w ith beginning hard rejects for the activity month selected. It measures the number of loan s
that hard rejected during the processing period as a percentage of the total loan count. For summary loans, the numerator is
count of unique loans w hich had an occurrence of a payment hard reject for the activity month selected. If the loan is a biw eekly loan and had a hard reject, it is included if the payment due date falls w ithin the selected activity month, but it is only
included once even if there are multiple payment due dates or hard reject occurrences w ithin the selected activity month. The
hard reject is triggered w hen the servicer’s reported Loan Activity Report (LAR) does not meet Fannie Mae’s (Servicer Investo r
Reporting SIR system) expected principal value for the activity month selected.
Beginning Hard Reject Rate = {(Beginning Hard Reject Loan Count) / (Total Loan Count)} * 100
If the denominator is zero, then display Beginning Hard Reject Rate as zero.
Exam ple:
If the beginning hard reject loan count is 1,850 and the total loan count is 100,000 then the Beginning Hard Reject Rate w ould
be 1.85%.
8.
Beginning Soft Reject Rate :
Percentage of loans in portfolio w ith beginning soft rejects for the activity month selected. It measures the number of loans that
soft rejected during the processing period as a percentage of the total loan count. For summary loans, the numerator is coun t
of unique loans w hich had an occurrence of a payment soft reject for the activity month selected cycle If the loan is a bi-w eekly
loan and had a soft reject, it is included if the payment due date falls w ithin the selected activity month, but it is only included
once even if there are multiple payment due dates or hard reject occurrenc es w ithin the selected activity month.
The soft reject is triggered w hen the servicer’s reported Loan Activity Report (LAR) does not meet the Fannie Mae’s (Servicer
Investor Reporting SIR system) expected interest value for the activity month selected.
Beginning Soft Reject Rate = {(Beginning Soft Reject Loan Count) / (Total Loan Count)} * 100
If the denominator is zero, then display Beginning Soft Reject Rate as zero.
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Exam ple:
If the beginning soft reject loan count is 1,500 and the total loans in portfolio at the beginning of the reporting cycle is 100,000
then the Beginning Soft Reject Rate w ould be 1.50%.
9.
Ending Soft Reject Rate:
Percentage of loans in portfolio w ith ending soft rejects for the activity month selected. It measures the number of loans that
stayed as soft reject at the end of the processing period (i.e. soft rejects that occurred during the processing period w hich w ere
not resolved by the end of the processing period) as a percentage of the total loan count. For summary loans, the numerator is
count of unique loans w hich had an occurrence of a payment soft reject for the activity month selected that exists at the end of
reporting cycle If the loan is a bi-w eekly loan and had a soft reject, it is included if the payment due date falls w ithin the selected
activity month, but it is only included once even if there are multiple payment due dates or hard reject occurrences w ithin t he
selected activity month.
Ending Soft Reject Rate = {(Ending Soft Reject Loan Count) / (Total Loan Count)} * 100
If the denominator is zero, then display Ending Soft Reject Rate as zero.
Exam ple:
If the ending soft reject loan count is 205 and the total loans in portfolio at the beginning of the reporting cycle is 100,000 then
the Ending Soft Reject Rate w ould be .205%.
10. Average Daily Shortage Am ount:
Measures the average daily shortage crated by delayed cash remittance. Delayed Remittance is the amount of cash not
received in a timely manner to fund a previous shortage, payoff or repurchase based on cash received and Payoff and
Repurchase LARS processed. Some examples of ‘Delayed Remittance’ are as follow s:
a. Servicer failed to Call-In Daily Remittance
b. Repurchase/ Payoffs funds not remitted by next Business Day
i.
E.g. Funds for payoffs/ repurchases reported with action date of 12/02/2015 should be remitted to Fannie
Mae by next Business Day i.e. 12/03/2015.
c. Servicer has an outstanding Shortage from the previous month
This metric serves as a tool to monitor servicer’s A/A cash remittance pattern more closely and to ensure servicers are in
compliance w ith Fannie Mae Servicing Guide. This metric is relevant to A/A remittance type only. Note: Loan payoff and
repurchases that occur in the sam e m onth of their reclassification for the current activity period w ill be excluded
from the Average Daily Shortage Am ount calculation.
Follow the follow ing steps to compute Average Daily Shortage Amount for an activity period: Example attached:
https://w ww.fanniemae.com/content/tool/investor-reporting-average-daily-shortage-example.xlsx
Step 1: Calculate Beginning Delayed Remittance Balance (cell G52):
Beginning Shortage/Surplus Amount - Principal and Interest Reported w ith Action code 60 and 65 processed in the current
activity period and action date from a prior activity period + Principal and Interest for Readds of action codes 60 and 65
processed in the current activity period and w ith an action date from a prior period.
If result is greater than zero then default to zero
Step 2: Calculate Delayed Remittance (cell H42):
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Beginning Delayed Remittance Balance Amount + Daily Cash Received - Principal and Interest Reported w ith Action code 60
and 65 and action date in the current activity month should appear in the Next Business day from BD2 of the current month to
BD1 of the next month.
If result is greater than zero then default to zero.
Step 3: Total of Delayed Remittances plus ending Shortage Balance (cell I44)
Step 4: Total of Delayed Remittances plus ending Shortage Balance / Calendar Days in the Month (cell H38)
Step 5: Beginning Shortage plus Ending Shortage divided by 2 (cell I46)
Step 6: Average Daily Shortage Amount (cell I47) = Lesser of cell I45 or I46 i.e. lesser of (Total of Delayed Remittance +
Ending Shortage Balance for the activity month selected div ided by the number of calendar days in the activity month) OR
(Beginning Shortage Balance + Ending Shortage Balance for the activity month selected divided by tw o).
11. Surplus Percent:
Measures the rate at w hich a servicer’s monthly remittance is more than the total amount expected to be remitted by Fannie
Mae’s Investor Reporting System (SIR). Surplus Percent is Total Surplus Amount divided by Total Due w here Total Due is
equal to Total Monthly Remittance plus the Total Shortage amount less the Total Surplus Amount. Total Surplus amount is the
surplus balance at the close of cash reconciliation activity period for A/A, S/A & S/S cash remittance types
Surplus Percent = {Sum (Total A/A Surplus Amount, Total S/A Surplus Amount, Total S/S Surplus Amount)} /({Sum (Total
Monthly Remittance for A/A loans, Total Monthly Remittance for S/A loans, Total Monthly Remittance for S/S loans)} + {Sum
(Total A/A Shortage Amount, Total S/A Shortage Amount, Total S/S Shortage Amount)} - {Sum (Total AA Surplus Amount, SA
Surplus Amount, Total SS Surplus Amount)}) * 100
Exam ple:
Surplus Percent = {$1,134,618.70/ ($103,683,831.79 + $1,508.26 – $1,134,618.70)} * 100
=1.1063% (Surplus Percent)
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12. Loans Not Reported Rate (New Metric):
Percentage of unique active loans in portfolio w hich w ere not reported (missing LAR) in a timely manner as per Fannie Mae’s
policies and guidelines. It measures the number of loans not reported as a percentage of the total loans in portfolio for a given
month.
Loans Not Reported Loan Count is comprised of:
a.
Loans not reported as of Interim Reporting End Date2 close and
b.
Loans not reported as of Reporting Cycle Close (i.e. BD2)
Loans Not Reported Rate = [(Loans Not Reported Loan Count) / (Total Loans in Portfolio) *100]
Exam ple: If the unique number of Loans Not Reported is 6, and the total number of loans in the portfolio is 100, the loans not
reported rate w ould be 6%.
13. LAR 833 Discrepancy Rate (New Metric):
Percentage of unique active ARM loans in portfolio w ith outstanding note rate and/or payment change discrepancies (those due
for a scheduled change but missing LAR 83 and those w ith LAR 83 exceptions) at any point in a given activity month. It
measures the number of ARM loans w ith note rate and/or payment change discrepancies (outstanding 5 business days after
the note rate and/or payment projection date) as a percentage of total number of ARM Projections for the activity month.
LAR 83 Discrepancy Rate = [(LAR 83 Discrepancy ARM Loan Count) / (Number of ARM Projections for the activity month)
*100]
Exam ple: If the number of LAR 83 Discrepancy ARM Loan Count is 10 and the number of ARM Projections for the activity
month is 100, then the LAR 83 Discrepancy Rate w ould be 10%.
2
3
Interim Reporting End Date Missing LAR population:

Excludes ‘missing loans due to reclass activity’ and

Excludes missing loans acquired tw o business days prior to Interim Reporting End Date
LAR 83 - Loan Activity Report (LAR) Transaction 83: Interest Rate/Payment Change Reporting
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14. Average Days Reporting Liquidations (New Metric):
Average days for a servicer to report a liquidation LAR in an accepted state
Average Days Reporting Liquidations = Total business days (Action Date - Accepted Date)/ Number of liquidated loans
Exam ple:
Please note each of the metrics above is displayed at Lender Marketing ID level on ‘IR Servicer Performance
Score Card Summary’ report i.e. metric data is rolled up for nine digit servicers per Marketing ID
Exam ple:
Beginning Hard Reject Rate = {(Beginning Hard Reject Loan Count) / (Total Loan Count)} * 100 = {(123/ 279,146) * 100} = .0440%
01/2015 Activity Report:
9-digit detail for Lender Marketing ID ABCDE:
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Lender Marketing ID Data:
Servicing Transfer Grace Period
A tw o-month grace period w ill be provided for beginning, multi-occurrence, and aged rejects on loans w hich are transferred from
one servicer to another. Any of these reject types inside a grace period w ill not count tow ard metric calculations. The historical reject
counter for loans w ill also be reset upon transfer. This pertains to both hard and soft reject types. For a more detailed illustration, see
Appendix B.
IV. Performance Measurement Methodology
Measurement Criteria
Each of the fifteen performance metrics below is measured against pre-defined thresholds in order to provide insight into servicer
performance relative to Fannie Mae expectations. These thresholds have been established for 2017 activity (The thresholds set forth in
this document are not determined on a preset schedule and are subject to periodic adjustments based on an evaluation of current
strategic importance to Fannie Mae). In order for servicers to clearly understand how they are performing on each of the metrics, a
performance indicator w ill be provided each month. For example, if the threshold for metric A w as 1.0%, and the servicer exceeded
that value for the given time period, an un-favorable to threshold indicator w ould be assigned for metric A.
Score Grid:
Score grid constitutes current w eight assignments and thresholds for each metric.
Effective Date
3/1/2017
3/1/2017
3/1/2017
3/1/2017
3/1/2017
3/1/2017
3/1/2017
3/1/2017
3/1/2017
3/1/2017
3/1/2017
3/1/2017
3/1/2017
3/1/2017
3/1/2017
Metric Item
Beginning Hard Reject Rate
Ending Hard Reject Rate
Beginning Soft Reject Rate
Ending Soft Reject Rate
Shortage Percent
Surplus Percent
Aged Recurring Hard Reject Rate
Aged Recurring Soft Reject Rate
Multi Occurrence Hard Reject Rate
Multi Occurrence Soft Reject Rate
Average Daily Shortage Amount
Loans Not Reported Rate
LAR 83 Discrepancy Rate
Average Days Reporting Liquidations
Final Score
Weight
0
5
0
0
25
0
25
15
20
10
0
0
0
0
MIN
MAX
0.0350%
0.0010%
0.3000%
0.3000%
0.0020%
0.1000%
0.0010%
0.0020%
0.0050%
0.0100%
$17,000.00
0.0000%
0.0000%
0.00
1.96
0.1600%
0.0100%
0.8000%
0.8000%
0.0500%
1.0000%
0.0050%
0.0080%
0.0250%
0.0500%
$150,000.00
0.0000%
0.0000%
0.00
2.51
NO TE: Metrics highlighted above in blue are the Fannie Mae weighted metrics
NO TE: Metric MIN and MAX values for 3 new metrics highlighted in green will be revised prior to September 2017
NO TE: Fannie Mae reserves the right to revise the weights and threshold ranges assigned per metric.
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Each 15 m etrics above follow s the rule below:
Score Range 1 to 3 (1 being the low est and 3 being the highest).
Servicers are evaluated against their peers in various categories pertaining to Investor Reporting Metrics. Servicers receive scores for
each metrics and are ranked relative to their peers. The final score is calculated using the formula below and the end r esults w ill
determine servicer’s final rank and performance rating (color).
Final Score & Color Rating:
Final Score is calculated for each Lender Marketing ID in the Peer Group based on the w eights assigned for metrics.
Final Score = Σ {(Score for each metric * Weight assigned to metric) / Sum of all w eights}
Final score corresponds to color rating as show n below :
Servicer Exam ple:
For a servicer example, please refer to Appendix C.
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Final Rank:
Each Lender Marketing ID is ranked in the peer group against other Lender Marketing IDs in the same peer group based on Final
Score. ‘1’ being the first rank for the Lender Marketing ID w ith the highest final score and the last rank for the Lender Mar keting ID w ith
the low est final score in the peer group. If there is a tie in the final score for Lender Marketing IDs, same final rank is ass igned to the
Lender Marketing IDs and the next final rank is skipped.
Exam ple:
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V. Resources and Appendix
Servicer Support
For servicer support or additional information related to the Investor Reporting Servicer Performance Scorecard Program:
 Contact your Investor Reporting Analyst. Should you need assistance retrieving your Analyst’s contact
information,
you may call 1-800-2FANNIE and select option “5” for Investor Reporting
Appendix A
Multi-Occurrence Hard/Soft Reject Example:
The attached table illustrates which loans count as a Multi-Occurrence Hard/Soft Reject. The loan must be rejecting in
the current activity month, and at least once in the prior 5 months. The spreadsheet below illustrates which loans count
as a multi-occurrence reject.
https://w ww.fanniemae.com/content/tool/investor-reporting-scorecard-multi-occurrence-reject-example.xlsx
Appendix B
Servicing Transfer Grace Period Example:
A tw o-month grace period w ill be provided for beginning, multi-occurrence, and aged rejects on loans w hich are transferred from one
servicer to another. The spreadsheet below illustrates how rejects are counted after a transfer in servicing.
https://w ww.fanniemae.com/content/tool/investor-reporting-scorecard-servicing-transfer-example.xlsx
Appendix C
Final Score and Color Example:
The attached spreadsheet provides an illustration of how the final score and color are determined for each Marketing ID.
https://w ww.fanniemae.com/content/tool/investor-reporting-scorecard-final-score-color-example.x lsx
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