We are starting Bruser and Rob Ford.
He went with Robyn Doolittle and they started knocking on doors.
He had legal trouble in Atlanta that made him have to leave the country -- he got a phone call from a bad New York accent speaking person who Bruner knew was actually from Toronto.
It was the first of a lot of intimidations.
The stories on Ford were hard to get and tell.
Two colleagues of him were chasing a tip when they saw that a Rob Ford look-alike was harassing a bunch of strippers. Lots of false tips like that.
When the first rant video was released, the person giving the video wanted to meet in Union Station in Toronto during rush hour. The man was scared.
It was the first time Bruner was able to get swear words in the paper.
The raids were told to the media that they weren't about Rob Ford, and while true, he was a part of them.
Bruser is reading from his favourite paragraphs written on deadline about Ford's partying actions.
Tomlinson is now going to talk about her work.
She believes all journalism is public service journalism.
All of her stories with "Go Public" has come from somebody who has written in. She says that "Knowledge is power," and the Go Public program gives people a tremendous amount of "untapped power" to cause change.
Getting to the people affected by these issues are the ways to get through the spin.
People don't have any power alone, says Tomlinson, and they come to her as the very last thing they do.
A lone employee at RBC had, as Tomlinson says, "the balls" to send an email about the temporary foreign worker program. It kicked off two years of reporting.
He was the first, but not the last to come forward.
The program was hurting a lot of people across the board, and people were afraid to come forward. Who can blame them, their jobs or their place in Canada depending on which side of the fence they were on were on the line.
The problems are now different, and they have clamped down so hard the foreign workers are now being too penalized says Tomlinson.
The whole chain of events was from the power of the people who came forward.
Anytime we do a story we "have to tap that tapped power base and share that information that they want to share."
Shaw says that the issues with the Halifax mayor wasn't anywhere near like Ford -- everyone chuckles.
They got a tip that the Halifax mayor was dragging his heels on an important issue.
The media took the side of the mayor.
The Coast has a couple editors filing stories -- no big feature or investigative teams. They just want to do good honest journalism.
Finally, something shook loose, and the reason the mayor was dragging his feet was because he took money from the estate. He was waiting 7 years for the bank to shred the documents before handling the issue.
Shaw is a sucker for stories, and says, "That's a story!"
50 percent of Tim, the reporter who wrote the story, was getting information.
It was very personal stuff between Tim and the sources.
No phone calls from people with bad accents, however.
Shaw never goes a day without thinking if a story is as big or as important as he thinks it is.
They published, and no other media has published. Lawyers, when seeing that people haven't closed a will, know that they probably stole from it.
The only thing they were told that the mayor would respond by calling them liars. The police must respond, and they needed to provide their evidence to the police -- and were scared they would pull up and take all their computers.
It was published, and it did well online -- but nobody: the mayor, media or police reacted until three days later, when the Chronicle Herald published the story as well.
Six days later, the mayor pulls a press conference, one-on-one with reporters, and announced he will not run in the next election. And that was the end of the story. The police did nothing.
Tomlinson has had people have come forward with estate stories, and police always say it's a civil matter.
Bruser says that legal counsel can often be like a good editor, and you should follow their advice.
We are doing some Q&A now
How do you weed out the pretending claims?
Knock on doors, and explain the implications right up front -- if I report on this, you (the source) will be on the front page.
It may drive the source away, but then the source wouldn't be good then anyway.
For Tomlinson, who has to deal with TV, always asks for documentation and if the source will appear on TV. It has the same effect.
Have a conversation with them in writing. Ask sources to get info in email, because companies will tell them what they wouldn't say to media, and then the source can pass it on.
How do you deal with people who won't, ever, appear on camera?
People began to understand that the consequences aren't often that big. And, sometimes, the person who broke the story isn't the one to appear on camera -- they find someone else who can take their place. There's always more people.
Bruser got a call from the Dutch Canadian community that a man stole his and 40 others money. The source made the mistake of calling Shaw -- the 40 agreed to not call the press. Shaw followed up, and found someone other than the original source who was too shaky and nervous.
What about developing sources in the mayor's office?
Bruner says there weren't anyway -- the Star was shut out.
There were one or two people who were off the record, background, more "you aren't wrong" type of sources, and they talked to Bruser's editor.
How do you foster this type of journalism without the resources of the Star or the CBC?
Tomlinson says that any media outlet can put forward the idea that people can come in with stories. It's about creating the relationships with the public to reveal these stories.