Although the use of data and analytics is becoming more widespread across agricultural industries and institutions, the sector is held back by the lack of a consolidated data platform that combines multiple data sets from multiple data sources in real time. Other technology
and data challenges compromising the strength of the Australian agriculture industry include:

Businesses often need to access multiple data systems/datasets which are stored across various platforms and functions and are not well integrated. Aggregating and reconciling these datasets require manual intervention, is rife with errors/duplication and require significant effort to ensure uptake across the business in order to lead to tangible analytics outcomes. This interoperability challenge is commonplace across the industry today.

Data is not shared between the various stakeholders within the industry at times leading to analysis been taken place with incomplete datasets and other times for duplication of efforts with varying results. Data sharing/collaborating culture which would be backed by an established data governance framework including protocols/policies for data access, privacy, definition and standards, would uplift the industry analytical capabilities.

Challenges in understanding where to prioritise efforts to best support the industry. With significant opportunities for data-driven use cases across the value chain, defining the prioritisation of funding and efforts to build capabilities is a critical challenge for industry bodies and governments. The OzAg DX could enable consolidated, integrated and standardised data, to help reduce the labour intensive effort of collecting and analysing data to make better informed prioritisation decisions on deployment of limited support resources and capabilities.

A slow take up of digital technologies is slowing agricultural productivity growth. As Australia looks to achieve the target of $100 billion farm gate output by 2030, digital agriculture is expected to contribute up to an additional $20 billion annually to the gross value of agricultural production.

The operating environment within which Australian fisheries and aquaculture are positioned is complex, comprising economic, social and political institutions and organisations that are continuously being re-shaped by multiple external and internal drivers.

Addressing these specific drivers requires understanding of the human dimensions of fisheries and aquaculture, along with the biophysical. Human dimensions refers to the social, economic and cultural factors that affect outcomes for both the seafood community and in terms of public good. This includes the attitudes, processes and behaviours of individual people, companies, management agencies, communities, organisations, consumers, and markets. Human dimensions research has been successfully applied to understand how to enable better outcomes for Australia's fisheries and aquaculture (e.g. improved social acceptability, resilience through shocks, inclusive growth, economic productivity), and what are the effective strategies to achieve this (e.g. market based mechanisms, behavioural approaches). It brings together research capability from a broad range of disciplines.

Historically, achieving the level of coordinated investment required to effectively deliver against this need has been hampered by a range of factors, which have included:
• effective integration of human dimensions RD&E with biophysical sciences; and
• research capability and expertise capable of undertaking such research to ensure end user needs are met.

The FRDC has invested substantively in human dimensions R&D capability in recognition of this need. Ongoing coordination and strategic development of human dimensions R&D activities will support the FRDC to deliver its Fish Forever 2030 vision: Collaborative, vibrant fishing and aquaculture, creating diverse benefits from aquatic resources, and celebrated by the community.

The FRDC considers Coordination Programs as critical to delivering relevant outcomes of the R&D Plan. With respect to Human Dimensions, it is evident that a planned R&D outcome can be achieved more successfully if expertise and related activities are developed and managed in a coordinated manner.