Resourcing

8.11 In the 2011 Government decision approving the National Cyber Security Centre, an initial resource allocation of €800,000 a year was approved. The allocation was to be used to set up the National Cyber Security Centre and the Computer Security Incident Response Team.

Measures relating to national cyber security

Figure 8.2 National Cyber Security Centre budget allocation 2012 to 2017

Figure 8.2 National Cyber Security Centre budget allocation 2012 to 2017

2,000,000

1,500,000

1,000,000

500,000

0 2012 2013 2014 2015 2016 2017

Source: Department of Communications, Climate Action and Environment

8.12 The Department’s funding allocation for cyber security in the period 2012 to 2015 was less than a third of the amount approved in the 2011 Government decision (see Figure 8.2). In 2017, the allocation increased to €1.95 million. However, the Department does not routinely compile or publish expenditure relating to the National Cyber Security Centre.

8.13 Figure 8.3 indicates staffing levels for the National Cyber Security Centre since its establishment. The centre had a staff of 14.5 whole time equivalents (WTE) during 2017. In 2016, a permanent Head of Incident Response was appointed and a programme of recruitment for 2017 was agreed by the Department. The Department stated that approval was given in 2018 for the appointment of 16 further staff including a permanent Director and Chief Technical Officer.

Figure 8.3 Staffing (WTE) of the National Cyber Security Centre 2012 to 2017 a,b

Figure 8.3 Staffing (WTE) of the National Cyber Security Centre 2012 to 2017 a,b

Number

Department staff Secondee Contractor

of staff

15

10

5

0

2012 2013 2014 2015 2016 2017

Source: Department of Communications, Climate Action and Environment

Notes: a WTE (whole time equivalent).

b Department staff includes time spent by principal officers in the Internet Policy Division (part of a WTE up to 2017 and 1 WTE since then).

8.14 The Department states that ensuring the National Cyber Security Centre had the correct mix of skills to deal with a dynamic and challenging area was difficult, as was the challenge of plotting a growth model for the organisation. As such, it states that the increase in staff numbers in 2017 was with reference to the developing understanding of the skills required.

Pages 2–4 · View in original PDF