History: Based on this recommendation, the MFB under CFO Godfredson's stewardship actively supported the implementation of a First Responder program that provided early access to Basic Life Skills, particularly early defibrillation, in cases of suspected cardiac arrest. With 47 strategically placed fire stations, an impressive fleet of primary response vehicles, and 1,400 professional firefighters, to Godfredson's mind, the MFB's set-up was a natural fit with emergency medical response services. The Public Bodies Review Committee agreed, noting the uniform distribution of MFB staff across the metropolitan area and the MFB's response standard of 7. 7 minutes, and the capacity of firefighters to perform emergency medical response services. The committee also stated that saving life is the most important objective, regardless of who does it. In addition to the above, the MFB commissioned KPMG Consulting in 1996 to review its emergency response function and identify the model of emergency response which best suited contemporary needs. The review outcome recommended the MFB take on a range of duties, which provide benefits to the community, labelling it as a public safety model. Under the model, it further supported the proposal that the MFB include a medical First Responder function. Early Opposition The EMR concept was introduced during a period of significant inner turmoil for both the MFB, and the United Firefighters Union (UFU). New awards and enterprise bargaining agreements were being negotiated, unpleasantries were being exchanged and industrial disputes were becoming the norm