Ireland, Italy, the Netherlands, Norway, Sweden, Switzerland and the U.K. responded positively to support the DMFAS Programme, either by depositing resources with UNCTAD technical cooperation trust funds or by putting at the disposal of the Programme Junior Professional Officers (JPOs), and in some cases, senior officers as well. Therefore, in spite of UNDP financing withdrawal, the upgrading to version DMFAS 5 in ORACLE was carried over. Since that very first call to donor countries, the DMFAS Programme has been financed through regular UNCTAD budget, contribution from the beneficiary countries and contribution from donor countries. DMFAS Version 6 After several versions of DMFAS 5, a new major upgrading operation was undertaken by the DMFAS Programme in the second half of the 2000s decade. This new version, DMFAS 6, is an application for public debt management using the latest information technology. DMFAS and a New Approach to Technical Cooperation The development of a CBDMS is a complex matter and the reasons are multiple; for instance, each creditor has its own methodology to calculate accrual interest, fees and the rounding for the principal repayments. Second, the imagination of financial engineers is boundless and the CBDMS has to be enhanced in function of new financial products coming to the market. There are three major comparative advantages regarding the central development of a system like DMFAS. The first one is the huge economies of scale created by the DMFAS Programme. Regarding the economies of scale, the core of the system is common to all countries and this avoids repeating the same development in each country. The development and enhancements of the DMFAS are demand-driven so that the system reflects all the functionalities that the users requested. The DMFAS staffs produce specifications that will lead to a comprehensive and coherent CBDMS. The final product is then a user-friendly, flexible and efficient tool. The second one is that rotation of personnel within Debt Management Offices (DMO) is a real problem, and in many countries, no permanent solution has been found for hiring and retaining qualified personnel. DMOs are very often understaffed, but also its personnel are hired on temporary assignments or with provisional salary arrangements. The rate of turnover is often alarmingly high, without a corresponding capacity for in-service training in order to upgrade the knowledge of the remaining staff to quickly render new employees fully operational. This situation was identified very soon, actually within a report