Hello and welcome to June Porter website.

Over the past term, my focus has been on providing pragmatic, persistent, and professional leadership for our Town.

Key Accomplishments this Term:

Delivered a 1.5% reduction in the tax levy through the implementation of a 2% staff vacancy factor, while maintaining municipal service levels.
Chaired the Family Physician Recruitment Working Group, helping attract two new family physicians and improving access to primary care for nearly 1,600 residents.
Chaired the Accountability and Transparency Advisory Committee, shaping key governance policies and embedding accountability and transparency as foundational principles within the Town's Strategic Plan.
Took a leadership role in improving financial accountability by addressing capital project cost overruns and advancing stronger governance and oversight for the Craigleith Wastewater Treatment Plant Expansion, including the incorporation of KPMG recommendations.

Miss my recent Meet the Candidates presentation at the L.E. Shore Library? Please take a few minutes to listen as I discuss my experience, the important issues facing our community, and my vision and goals for the next term as I seek re-election. https://www.youtube.com/watch?v=1a7gr68cEck

Please read my recent coverage in Collingwood Today: https://www.collingwoodtoday.ca/2026-municipal-election-news/e

Learn about June....

June and her husband Terry since becoming residents of The Blue Mountains in 2010 have been active members of the community they proudly call home. Together, they enjoy everything the area has to offer, from four-season recreation to the vibrant arts and cultural experiences that make our community unique.June's commitment to community comes naturally. She believes in showing up, getting involved, and giving back through volunteer service and local engagement. Family is at the heart of her life. She is a proud grandmother to Decklan and a devoted dog mom to Bleu, their beloved mini Bernedoodle.Prepared by Experience.

Guided by Evidence June's career has been built on risk management, financial oversight, strategic planning, and evidence-based decision-making. Throughout her professional life, she has worked in leadership roles that required balancing complex priorities, evaluating risks, and making informed decisions that deliver long-term results. "Some leaders focus on making decisions. My focus has been strengthening how decisions are made, evaluated, and explained.

"Pragmatic. Persistent. Professional

June takes the time to review the facts, listen carefully, ask questions, and understand the financial implications of decisions. She believes effective leadership starts with transparency, accountability, and a commitment to informed decision-making.

Prepared by Experience - Proven by Results

Drawing on an international leadership career and advanced business education, June brings expertise in community advocacy, strategic planning, financial stewardship, and risk management. Her experience has equipped her to analyze complex issues, assess options objectively, and support decisions that serve the best interests of the community.June holds a Master of Science in Nursing (MScN) and an Executive MBA, combining healthcare leadership expertise with strong business and financial acumen.

Fiscal Responsibility Starts with Forward-Looking Financial Leadership

Affordability matters, but protecting affordability requires more than looking backward at past spending. It requires forward-looking financial leadership that anticipates future pressures, plans responsibly, and ensures today's decisions remain sustainable tomorrow. A recent example includes following the Q2 2026 financial review, I brought forward a motion directing staff to identify efficiencies, strengthen financial reporting, and improve accountability for taxpayer dollars before the 2027 budget.

With an MBA and decades of executive leadership experience managing large operating and capital budgets I know strong financial management is not about spending more. It is about making evidence-based decisions, measuring results, managing risk, and directing resources where they create the greatest value for residents. That philosophy guided my work on Council.

During this term, the annual tax levy was reduced by approximately 1.5% after I introduced the 2% staffing vacancy factor without impacting service levels.

I will continue to champion a culture of forward-looking financial leadership built on three principles:

• Core Services First

• Measurable Performance

• Value for Every Tax Dollar

That means challenging spending assumptions, applying zero-based budgeting principles, benchmarking against comparable municipalities, and reporting results clearly and transparently to residents .It also means taking a disciplined approach to debt.

The question is not simply whether the Town can borrow more. The question is whether taxpayers can afford the long-term costs that follow.Taxpayers deserve more than balanced budgets. They deserve financial leadership that looks ahead, challenges spending, demands results, and protects affordability for the long term.

Financial Leadership for Affordable Growth and Renewal of Infrastructure

Capital projects shape our community for generations. They require long-term vision, rigorous oversight, and honest conversations about what our community can afford. My approach is grounded in disciplined financial leadership, evidence-based decision-making, appropriate growth, and strong public accountability. By investing wisely today, we can renew aging infrastructure, support future growth, and protect affordability for residents and businesses alike.

1. Financial Leadership and Long-Term Affordability

Every major capital investment should be supported by a clear business case that considers full lifecycle costs, operating impacts, affordability, project risks, and long-term financial sustainability. By carefully managing reserves, using debt strategically, and maximizing grants, development charges, partnerships, and user-pay opportunities where appropriate, we can build for the future while protecting taxpayers and ratepayers.

2. Strategic Planning Through Better Data

Evidence-based decisions begin with accurate information. Asset management, infrastructure condition assessments, growth forecasts, and long-term financial planning should guide when, where, and how we invest. Data-driven decision-making ensures limited resources are directed toward our highest priorities and helps prevent costly surprises down the road.

3. Smart Regional Collaboration

Where it delivers better value, we should explore opportunities with neighbouring municipalities to share services, reduce duplication, strengthen resilience, and improve efficiency. Strategic partnerships can help control costs, improve service delivery, and ensure taxpayers receive the greatest value from every dollar invested.

4. Transparency, Accountability, and Service Delivery Options

Residents deserve clear information about major infrastructure decisions and their financial implications. As the municipality explores options such as a Municipal Services Corporation for water and wastewater services, any model must remain publicly owned, locally accountable, financially transparent, and aligned with community priorities. Decisions should be evaluated based on service quality, affordability, long-term sustainability, public oversight, and the community's overall ability to pay.

5. Renewing Aging Infrastructure and Building for Tomorrow

Much of our infrastructure is aging and will require significant investment in the years ahead. We must responsibly renew and replace critical assets while ensuring new infrastructure supports long-term community needs. Investments in roads, water systems, wastewater systems, and public facilities should be durable, reliable, and adaptable, serving today's residents while preparing for appropriate growth and future generations

Natural Landscape as a Strategic Asset

Our Environment – The Jewel That Surrounds Us

The Blue Mountains is more than a community with a beautiful backdrop—we are defined by our environment. From the shores of Georgian Bay to the heights of the Niagara Escarpment, our rich natural landscape is the jewel at the heart of our town. It provides the canvas for everything residents and visitors enjoy throughout all four seasons.

Whether we are attending outdoor concerts, cycling our roads, golfing, skiing our slopes, walking the dog, or relaxing on the beach, this landscape enriches our quality of life. It supports our well-being, sustains our agricultural heritage, drives our local economy, and creates the unique sense of place that makes The Blue Mountains so special. Stewardship means protecting this treasure not only in our parks and natural areas, but also in the places where we live, work, and grow.

How do we build for the future without sacrificing the natural assets that define us?

We do not have to choose between investing in modern infrastructure and preserving a healthy, thriving tree canopy. By engaging residents early in the planning and design process, embracing innovative engineering solutions, and making tree preservation a priority from the outset, we can achieve both.
My commitment to protecting our environment extends beyond the council chamber. Through my work with the Tree Trust and the Escarpment Corridor Alliance, I have been actively involved in efforts to preserve and strengthen the natural systems that sustain our community. These experiences have reinforced my commitment to ensuring that future generations can live, work, play, and thrive in the same breathtaking surroundings that define our home today.
This is how I honour my responsibility as a steward of The Blue Mountains’ greatest asset: the jewel that surrounds and sustains us.

The Challenge with Building is not Drawing the Blueprint: It's Financing the Build

I remain committed to supporting the creation of 215 affordable housing units by 2030 and will continue advocating for the partnerships and funding tools necessary to achieve that goal. Through persistence and collaboration, we have already seen positive results, including a 53% expansion in rental housing opportunities through local development initiatives such as those led by McPherson Builders.

Programs such as Home Opportunities, which I introduced to the Town, remains a work in progress, but they demonstrate the importance of maintaining momentum and pursuing innovative housing solutions that can help more residents achieve housing security.

Creating affordable housing is often compared to building a bridge across a funding gap. No single plank is strong enough to span that distance on its own. Municipal incentives, government grants, private investment, non-profit partnerships, and innovative low-cost financing must all work together to make projects financially viable. When these pieces are layered together, they create a pathway that allows affordable housing to move from concept to construction and, ultimately, into homes for the people who need them most.

My understanding of the importance of alternative financing tools, including community wealth initiatives, community land trusts, and social finance models, has been strengthened through my volunteer work with the Social Finance and Housing Group, an arm's-length initiative of the Institute of Southern Georgian Bay. Through numerous learning events focused on community wealth, social finance, land trusts, and housing solutions, I have gained valuable insight into the practical tools available to address housing affordability challenges. This experience has reinforced my belief that affordable housing requires innovative financing, strong local partnerships, and sustained leadership.

Housing is more than a roof over our heads. It impacts our local economy, workforce, mental health, transportation networks, social well-being, and overall quality of life. When people can afford to live where they work, businesses can attract and retain employees, families can put down roots, and communities remain vibrant and diverse.

In The Blue Mountains, addressing housing affordability is essential to maintaining the balanced community we all value. A prosperous community depends on ensuring that the people who teach our children, care for our seniors, serve in our businesses, and contribute to our local economy can also afford to call this community home.

CONTACT

Thank you for your interest in June If you have a question, concern, or would simply like to get in touch, please see the information below.

vote4juneporter@gmail.com

416-990-5174

If you wish you may make a donation by e-transfer to vote4juneporter@gmail.com