Casey Johnson has over 20 years of experience in accounting and financial management roles in both public and nonprofit sectors. She has extensive skills in accounting software such as QuickBooks, Sage, and Fund E-Z. Her experience includes roles as a senior accountant, staff accountant, financial analyst, and director of financial management for organizations such as the NYC Department of Design and Construction, Queens Hospital Center, and various nonprofit cultural and social service organizations. She holds a Bachelor's degree in Accounting from Queens College.

1. Casey Johnson
90-29 210th Place, Queens Village, NY 11428 | Cell Phone: (347) 291-6154 | Email: cajohnson123@aol.com
Education:
BACHELOR OF ARTS IN ACCOUNTINGDEGREE |JUNE 2012|QUEENSCOLLEGE, FLUSHING, NY
Technical Summary:
SKILLS & EXPERIENCE
Proficiency in Blackbaud Financial Edge,Sage 50 (formerly Peachtree), Abila MIP Sage Accounting, QuickBooks Pro 2013,Microsoft Office
2016,Fund E-Z, New York City’s Financial Management System and E-Commerce.
Employment History:
VARIOUS CONSULTING ASSIGMENTS (FEBURARY 2014 – NOVEMBER 2015)
COMMERCE FINANCE ASSOCIATION |OCTOBER 2015– NOVEMBER 2015
EDUCATION ALLIANCE |AUGUST2015 – OCTOBER 2015
BALLET HISPANICO |MARCH2015 – JULY 2015
METROP0LITAN NEWYORKLIBRABRY COUNCIL |NOVEMBER2014– JANUARY 2015
FEDERALEMPLOYMENTGUIDANCESERVICE(FEGS)|SEPTEMBER2014 – NOVEMBER2014
JEWISHASSOCIATION FOR SERVICESFOR THE AGED|AUGUST2014 – SEPTEMBER2014
AMERICAN INSTITUTEFOR CHEMICALENGINEERS |FEBRUARY2014– AUGUST2014
SENIORACCOUNTANT / AUDIT PREPARATION
· Handled a high volume of account reconciliations related to grant audit.Ensured that documentation was compliant.
· Handled all financial transactions for subsidiary companies at Ballet Hispanico.
· Received/recorded all income including tuition, grant/foundation funds,studiorentalincome; paid all bills, made bankdeposits,
reconciled monthly bankstatements and entered journal entries using Fund E-Z.
· Ensured accuracy of revenue and expense reports and performed a high volume of bankreconciliations
· Made sure reports tied, found discrepancies and corrected entries to reconcile trial balances for several accounts.
· Reconciled monthly bank statements and internalcash account summary report.
· Reviewed web activity (E-Commerce) and tally with internalreports on credit card transactions.
· Sorted and generated reports using Excel and made deposits for provider payments for Network Management.
· Tracked expenses and financialactivity in QuickBooks.
STAFF ACCOUNTANT | RIDGEWOODSENIORCITIZEN COUNCIL, QUEENS, NY| OCTOBER2010– FEBRUARY 2014
· Monitored grants for senior citizen centers and youth programs to ensure costs were within budget and the guidelines stipulated in
contracts. After validity was established, Excel spreadsheets were prepared tooutline expenditures for reimbursement from city and state
agencies for agency programs.
· Posted invoices and accounts receivables in Fund E-Z.
STAFF ACCOUNTANT,FIELD SUPERVISOR&CREWLEADER| UNITED STATES CENSUS BUREAU| FEBRUARY 2010 – AUGUST 2010
· Supervised unit of fifteen census enumerators.
· Ensured data collected was in compliance with federalregulations, oversee staff,monitored work activity and performance, signed off and
approved timesheets and payroll submissions.

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SENIORACCOUNTANT | GREATERALLEN DEVELOPMENT CORPORATION, QUEENS, NY| MARCH 2008– DECEMBER2009
· Responsible for fiscal oversight and account management of 5 of the corporation’s entities; Managed a large portfolio of residential and
retail properties using Sage software.
· Collected and recorded account receivable for tenants monthly rent payments issued receipts and posted ledger transactions in to Sage
accounting software. Created bankdeposits and oversee all cash receipts and controls.
· Reconciled monthly bank reconciliations, performed high volume of account payables for property expenses, generated statements of
income positions for properties and assisted in audit for preparation to outside CPA auditor.
ACCOUNTANT | QUEENS HOSPITALCENTER, AIDS CENTEROF QUEENS COUNTY, NY| MARCH 2007 – FEBRUARY 2008
· Monitored the expense and capitalbudgets for the construction, engineering,and maintenance divisions.
· Originated, tracked and charged procurements to their respective cost centers, initiated payments,processed work orders and tracked
emergency repairs
· Initiated modifications to expense budget toensure adequate funding availability in budget line, post generalledger entries for
debits/credits, appropriately reversing and reclassifying prior entries.
· Worked with Director of Finance to help manage multiple grant contracts from the state and federallevel as well as private agencies.
Recorded budget awards and set up accounts utilizing Fund EZ. Reconciled and verified revenue and expenses for budget allocation for
each contract, posting entries to the ledger.
· Maintained budget allocation spreadsheet in Excel for analysis on nine million dollar contract.
FINANCIAL ANALYST | NEWYORK ASSOCIATION FORNEWAMERICANS, NY| JUNE2003 – JANUARY2007
· Monitored the budgets for 25 grant programs to ensure expenditures were within the guidelines of the specific line item cost allocation
and were in compliance with contract specification.
· Prepared monthly and quarterly billing statements for timely submission to the federaland state grant authority.
DEPUTYBUDGET DIRECTOR | NYC DEPARTMENT OF YOUTH AND COMMUNITYDEVELOPMENT | OCTOBER2002– APRIL 2003
· Responsible for the planning and administration of the agency’s personalservices (salaries) and other than personalservices (expenses)
budget,controlling expenditures within the agency budget allocation of $160 million dollar.
· Approved expense budget modifications, prepared journalentries and accruals, reviewed variances and generated financialreports.
Analyzed expense budget for personneland payroll actions.
· Served as liaison to the Office of Management and Budget. Supervised a staff of five.
DIRECTOROF FINANCIAL MANAGEMENT| NYCDEPARTMENTOF DESIGN AND CONSTRUCTION| AUGUST 1997 – OCTOBER2002
· Managed and supervised allfinancial transactions for the agency’s $1 billion dollar construction (capital) and generalfund (expense)
portfolio including those for construction contractors, design and architecturalconsultants, and vendors who provided services and
products for the operational needs of the agency.
· Directed the entire accounting and financial process of payment operations for the City’s largest construction agency. Sections included an
accounts payable unit for construction and consultant contracts, purchase orders and agency’s expenses. A personal expense and imprest
fund unit for reimbursement to agency employees for in and out of town traveland a revenue section. Worked closely with project
managers,engineers-in charge, construction inspectors and budget staff totrack and monitor construction progress and crucial
completion of capital projects.
· Served as agency administrator to the NYC Comptroller’s Office,the NYC Department of Finance and the NYC Financial Information
Services Agency. Supervised a professional accounting staff of thirty employees, which included two deputy directors, Certif ied Public
Accountants, clericals and college aides.
DEPUTYDIRECTOR| NYC DEPARTMENT OF DESIGNAND CONSTRUCTION | AUGUST 1996– AUGUST 1997
· Conducted extensive research and examined the payment protocol and operations for the three client agencies whose capital con struction
programs were consolidated for the newly created Department of Design and Construction in 1996,the Department of Environmental
Protection, the Department of Transportation and the former Department of GeneralServices.
· Assisted in the creation of agency protocol and policy initiatives, administered accounting procedures and business rules on how the
department will authorize payments to its contractors.
· As a result, the agency became the leading mayoral agency for payments to contractors and vendors. This resulted in 99% for all payments
made within thirty days.
· Researched and helped implement PayLog, the agency’s internalpayment tracking system, designed to speed payment processing,
reducing bottlenecks, and eliminating potential interest charges to the agency’s expense budget.