393. Ordinance of the Federal Minister of Agriculture, Forestry, Environment and Water Management, with which the Regulation on the determination of the Federal Office of Viticulture as an organizational unit, in which the flexibilization clause is applied, is modified

On the basis of § § 17a and 17b of the Federal Budget Act, BGBl. No. 213/1986, in the version of the Federal Law BGBl. I n ° 139/2009, by the Federal Minister for Agriculture, Forestry, the Environment and Water Management, in agreement with the Federal Minister for Finance, the following:

The regulation of the Federal Minister of Agriculture, Forestry, Environment and Water Management on the determination of the Federal Office of Viticulture as an organizational unit, in which the flexibilization clause is applied, BGBl. II No 289/2007, shall be amended as follows:

1. In § 2, the number shall be: "2010" by the number "2012" replaced.

2. § 11 reads:

" § 11. (1) At the Federal Minister for Agriculture, Forestry, Environment and Water Management, a Controlling Advisory Board will be set up from 1.1.2007 to 31.12.2013. "

3. In § 16, the number shall be "2007" by the number "2011" replaced.

4. The installation shall be replaced by the annex to this Regulation:

Annex A

Project programme according to § 17a (9) Z 3 BHG

1. Strategic objective of the BAWB

1.1. Technical framework

As a subordinate department of the Federal Ministry of Agriculture, Forestry, Environment and Water Management, the BAWB is involved in the planning and implementation of the following wine-economic goals:

-	Protecting consumers against wine falsification
-	Securing a quality wine quality at the highest level
-	Co-design of national and international developments in the field of wine industry
-	National and international research
-	Customer-oriented law enforcement of the wine law

1.2. Subject-relevant core areas

In order to fulfil the above objectives, two institutes and external offices are available at the BAWB, covering the following key areas in support of the department's specialist strategy:

-	Official wine inspection and control
-		Focus on official wine control and state audit number
-	Winegrowing and wine research
-		Oenology and Viticulture as well as Special Analytics

1.3. Key key tasks

The following key tasks are carried out for the implementation of the above mentioned core areas of the institutes:

-	Award of the state test number-sensor technology and analytics
-	Reference analysis within the institute ' s own laboratory Eisenstadt and Silberberg
-	Examination and examination activities together with the evaluation of the results of the official samples taken by the German Federal Agency for the Inspection of the German Cellyeri
-	Cellar technology and wine-growing consulting
-	Önological Microbiology and Virology
-	Research

1.4. Target groups of services:

Wine producers and traders, private individuals, EU institutions, International Organisation of Rebe and Wine, Federal Ministry of Agriculture, Forestry, Environment and Water Management, Federal ellings Inspectorate, Countries, Municipalities

1.5. Cooperations:

Public authorities, universities and other research institutions in the national and international fields, as well as other public service institutions at national and international level

1.6. General objectives

-	Extension of the specialist area by supplementing the currently outstanding special areas
-	Targeted and rapid response to ev.-occurring problems in the wine sector
-	Further development of research activities

2. Management strategy

-	Implementation of the general objectives of the flexibilisation clause
-	Forcing the use of business tools to improve control
-	Continuous adaptation and correction of measures to maintain the quality objectives of the Federal Office
-	Consistent and rapid implementation of the necessary measures to maintain the current successful strategies, taking into account the changing environment factors

2.1. Control instruments

2.1.1. Cost Accounting

The cost calculation has proven to be an essential basic instrument for almost all areas relevant to control and is completely new to the needs of the Federal Office for the current operation of the Federal Office in cooperation with an external consultant. Federal Office of the Federal Republic of Germany At present no further corrections or changes to the programme are planned.

2.1.2. Controlling

The areas of budget, personnel and project controlling have been in real-life operation since 2003 and are constantly being improved and expanded.

2.2. General management objectives

Following the system of the Balanced Score Card, the following priorities have been agreed:

A.	Compliance or improvement of the currently agreed balance ("Finance")
B.	Improvement of the external impact of the Federal Office ("Customer/Market")
C.	More targeted use of human resources ("processes")
D.	conservation and/or Raising the level of training both in the field and in the management sector ("development/training")

3. Performance catalogue 2007 to 2012

The service catalogue is very much streamlined for better clarity. The following services are provided by the Bundesamt für Weinbau:

Performance catalogue, concrete objectives and indicators

Product or Performance	Authoril. Objectives *)	Indicator	Development of the indicator
			2007	2008	2009	2010	2011	2012
Carrying out analyses and tastings, drawing up expert opinions within the framework of the state test number	B	Number in Time Unit	+ 1%	+ 1%	+ 2%	+ 1%
Modest State Examination Number	B, C	further automation	+ 1%	+ 1%	+ 2%	+ 2%
Investigations for private wealthy	B	Number of investigations	+ 1%	+ 1%	+ 3%	+ 3%	+ 2%	+ 2%
Preparation of expert opinions for official BKI samples	C	Number of opinions	± 0	+ 1%	+ 1%	+ 1%
External action	B	Awareness of the achievements of the BAWB	+ 1%	+ 1%	+ 1%	+ 1%
Research	A, D	Project Count	± 0	+ 1%	+ 1%	+ 1%	+ 1%	+ 1%
Day-to-day activities and publications	B, D	Awareness level	+ 1%	+ 1%	+ 1%	+ 1%	+ 1%	+ 1%
Staff Training	D	Hours per employee	20	20	20	20	20	20
Leadership development	D	Hours per manager	15	15	15	15	15	15
State test number; Online submissions	B, C	Number of Online Submissions					+ 1%	+ 2%
Advisory activity	A, B, C	Number of Deliberations					+ 2%	+ 2%
Customer satisfaction	B	Share of satisfied customers					Mind. 70%	Mind. 75%
Modest State Examination Number	D	Share of the sworn-up					< 10%	< 8%
Gender orientation	B	Number of consulting services especially for weibl. Operating ladders					3	5

Presentation of the revenue and expenditure likely to be required during the project period, as well as planning posts

	2007	2008	2009	2010	2011	2012
Total Outputs	3.716.000	3.710.000	3.820.000	3.820.000	3.508.000 *	3.317.000 *
UT 0	2.766.000	2.750.000	2.750.000	2.750.000	2.633.000	2.417.000
UT 3	100.000	90.000	200.000	200.000	20.000	20.000
UT 7	20.000	20.000	20.000	20.000	5.000	5.000
UT 8	830.000	850.000	850.000	850.000	850.000	875.000
Total Revenue	1.100.000	1.050.000	1.150.000	1.150.000	1.150.000	1.150.000
UT 4	1.098.000	1.048.000	1.148.000	1.148.000	1.148.000	1.148.000
UT 5	1.000	1.000	1.000	1.000	1.000	1.000
UT 7	1.000	1.000	1.000	1.000	1.000	1.000
Balance	2.616.000	2.660.000	2.670.000	2.670.000	2.358.000	2.167.000
Return 2010: 457.196
Backsheet removal:					200.000	257.196

* BIG rental by 2010 not budgeted-deposit of rents from 2011 in the amount of Euro 70,000, --.

Presentation of the planned posts expected during the project period

Official/Usage Group
	2007	2008	2009	2010	2011	2012
A 1	10	10	9	9	10	10
A 2	20	20	18	18	18	18
A 3	14	14	13	12	14	14
A 4	0	0	0	0	0	0
A 5	0	0	0	0	0	0
Total Officials	44	44	40	39	42	42
Contract staff/pay group
	2007	2008	2009	2010	2011	2012
v 1	2	2	2	1	2	2
v 2	6	6	6	6	5	5
v 3	22	21	20	19	20	20
v 4	4	4	4	4	4	4
v 5	0	0	0	0	0	0
Total Contract Staff	34	33	32	30	31	31
Apprentices	3	0	0	0	0	0
Total	81	77	72	69	73	73

Berlakovich