BriefCam: Adapting stadium security and safety to the modern age

The advent of the COVID-19 pandemic has changed the way that football stadiums need to approach match days.

While many cities across Australia and the world have lowered restrictions as vaccination rates have skyrocketed, the safety of fans is still crucial – ensuring that crowds are minimising risk remains a priority.

Some are turning to technology to help assist in these processes. American-based company BriefCam is leading the way in developing answers to the many new questions of the last two years.

Founded in 2008, BriefCam was originally based on technology developed at the Hebrew University of Jerusalem by Prof. Shmuel Peleg – a renowned computer vision researcher.

BriefCam develops video analysis tools to be used in cameras for law enforcement, retail, transport and stadiums. These tools can be used in a number of ways to help identify potential security and safety issues long before they happen.

With infection numbers still high across the world, many believe that face masks should still be worn in high capacity locations, even if that particular city or country no longer enforces those restrictions. Manchester City manager Pep Guardiola spoke on this in December last year.

“There are people in the stadiums who don’t use masks, and that surprises me the most. You walk in the street, you go to the big malls, to places to buy presents for the family and no one uses masks,” Guardiola said.

“Vaccinations, booster jabs, the people [can] decide – but a part of that has to be social distancing and masks. It’s the best way to protect ourselves, our families and the rest of the people.”

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In England, face masks are currently required to be worn by law in healthcare settings, but not on public transport or in stadiums or airports. Fliers don’t have to keep their faces covered unless the country they are flying to require them to do so.

BriefCam video analysis technology can help to control this. Footage captured through its stadium cameras can identify patrons not wearing masks, areas within stadiums where masks are largely unworn, and even perform proximity analysis to see whether football fans are observing social distancing.

This analysis can be used to direct security to those risk-averse areas of the stadium to ensure patrons are following guidelines, or to strategically place signage directing patrons to wear a mask or socially distance.

Assisting in safety and observance of COVID regulations is just one of the ways that BriefCam’s analysis tools can be used. It is also useful when considering how to make the security and financial output of the stadium and its facilities as best as they can be.

Facial recognition software can be applied when working with stadium security or other authorities in cases of offenders on premises. The tools can filter through characteristics of those captured in video footage to track and locate the movement of anyone that needs to be removed or banned from the stadium.

This can be also used to locate lost children that may have become separated from family in large crowded areas.

As most stadiums also include food and drink stands, the video analysis tools can be used to maximise the efficiency of those, along with merchandise stalls and other sales areas throughout the stadium. The analysis can pinpoint which stands receive the most traffic, and can help stadium staff to either direct people elsewhere or put more resources towards the running of those areas.

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GIS Masterclass: Fan Engagement and Marketing with Terry Lynam and Karen Grega

The Global Institute of Sport recently hosted a masterclass on Fan Engagement and Marketing, bringing together two industry leaders to tackle the field’s most pressing issues.

The Global Institute of Sport (GIS), which offers a Master’s in Sports Business and Sports Analytics through the University of Newcastle, regularly holds masterclasses with industry leaders as part of its curriculum.

The latest focused on fan engagement and marketing, covering two key themes: the growing tension between live sport and online streaming, and the role of data in shaping the fan experience.

The panelists 

Terry Lynam recently concluded her role as General Manager of Fan Experience and Events at Football Australia, overseeing the AFC Women’s Asian Cup on home soil.

Karen Grega is an experienced sports management consultant with a multi-code background. She currently represents Football Coaches Australia (FCA) and Heartbeat of Football, and has previously worked with Sydney Cricket Ground, Venues NSW and Sydney FC.

Live Sport and social media.

Terry Lynam opened with a pointed statement — one she acknowledged would be controversial. She argued that the sense of community unique to live sport is being eroded by social media and ‘snippet’ consumption.

Central to her concern is how marketing teams are failing to segment their audiences, treating casual online viewers the same as matchday fans.

“If they aren’t spending money on the sport we shouldn’t count them as spectators to the same level as match going fans.”

“What we want to consider as marketeers is how much we want to give away and how much we want our live sport element to remain,” Lynam said.

Grega echoed the sentiment, arguing fan engagement ultimately comes down to human connection. “It’s not rocket science.”

She suggested the industry revisit the concept of sport as a family outing to recapture that communal experience.

Data Driving Decisions

Both panelists highlighted data and analytics as central to modern fan engagement.

Grega recalled the introduction of computerised turnstiles as a turning point, enabling teams to track crowd movements and optimise staffing and entry times.

She also noted the continued value of fan surveys in informing marketing decisions.

Lynam pointed to ticketing technology as a significant data frontier.

Modern platforms like Ticketmaster’s ticket-transfer system now provide detailed customer insights.

“It allows us to have a better understanding of who’s getting the ticket and how they transport themselves there or when they arrive,”

“We can personalise their journey and sell content to them,” Lynam commented. 

The discussion also touched on data sourced from social media and on-field player tracking, as well as interactive stadium technology gaining traction in the US.

This included holographic assistants and player headset interactions that bring a broadcast-style experience to live events.

Activations That Educate

Activations rounded out the masterclass, with Lynam detailing how she created a fan zone on a modest budget for the Women’s Asian Cup.

The activation featured charitable partnerships focused on women’s health, including Heartbeat of Football, Endometriosis Australia and Share the Dignity.

“I’m very hopeful that that type of idea gets pushed through on other sporting events,” Lynam said.

Grega elaborated on the Heartbeat of Football activation, highlighting how a competitive element built around CPR and heart health kept fans engaged while also educating them.

“The whole health hub ticked all the boxes — it was immersive, it was interactive, it was there for all ages, both sexes.”

“That sort of blueprint is one that should be replicated as much as possible,” Explained Karen Grega

The masterclass offered students and industry professionals a valuable window into contemporary sports marketing.

As the competition for fan attention intensifies, the blend of live experience, smart data use, and purposeful activations can help define the next chapters of fan engagement.

More Than One in Five Football Australia Staff to Lose Jobs Amid Growing Financial Losses

Australian football finds itself in a curious position.

From the outside, the game appears to be riding a wave of momentum. Attendances, visibility and public interest have all experienced significant uplift in recent years, while major international tournaments and growing discussion around football’s future continue to place the sport firmly within the national conversation.

Yet behind that momentum, Football Australia is now confronting a far more challenging internal reality.

 

A compounding deficit

Chief Executive Martin Kugeler has reportedly indicated the governing body’s projected financial losses for 2025 are expected to exceed the organisation’s reported $8.5 million deficit from the previous year. Accompanying the financial outlook are substantial organisational changes, with reporting from Tracey Holmes indicating more than one in five Football Australia employees are expected to lose their positions through restructuring measures.

The figures represent more than a difficult balance sheet. They point toward a significant period of recalibration inside the organisation responsible for overseeing the sport nationally.

 

Losing the wisdom of existing staff members

For governing bodies, restructures are often framed as strategic necessities for future sustainability. However, workforce changes on this scale also raise broader questions around the challenges of such a transition.

People are often the carriers of knowledge, relationships and long-term strategic understanding. When organisations undergo significant structural change, the effects can extend beyond immediate financial outcomes.

 

Contradicting timing

The timing is what makes the developments particularly notable.

Football in Australia has spent recent years discussing expansion, growth and long-term opportunity. The conversation surrounding the game has increasingly centred on future potential. Often headlining stronger pathways, larger audiences, infrastructure development and greater visibility.

Against that backdrop, news of deep financial losses and substantial staffing reductions creates a different conversation: one focused not on where the game wants to go, but on what may be required to sustain that journey. Therefore, this announcement points toward stagnancy, rather than growth.

Further detail surrounding Football Australia’s strategy and long-term direction will likely emerge over coming months. For now, the developments serve as a reminder that growth stories are rarely straightforward.

Often, the periods that appear strongest from the outside can also be the moments organisations face their most significant internal tests.

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