Primarily short stays
Residents typically stay for brief periods, with frequent admissions and discharges throughout the year.
Most new residents arrive under private pay (80% of admissions), and a typical private pay stay runs around 1 - 2 years.
Owned by Lynne Miller, Veterans Community Living Center at Fitzsimons is a 180-bed facility that the State of Colorado operates under Raenell Lynn Simmons’ administration. It currently has a 70 percent occupancy rate with 126 residents, and the average stay duration of 577 days mirrors a mix of residents receiving short-term rehabilitation and longer-term care. Medicaid, Medicare, and private pay are accepted to offer families several pathways to fund care.
The facility’s Walk Score of 67 indicates moderate walkability. This means some errands can be finished on foot, with a blend of nearby amenities and services accessible to visitors and residents. Nursing support averages 5 hours 35 minutes per resident day, providing a substantial level of daily attentive care. This staffing complement supports the facility’s capacity to deliver care across its resident population.
Significant deficiencies in resident safety and care quality have been documented by the inspection findings.
Families considering the Veterans Community Living Center at Fitzsimons should conduct thorough tours and ask detailed questions, given the inspection history, about how it addresses care planning, clinical oversight, safety protocols, and infection control procedures.
Veterans Community Living Center at Fitzsimons is administered by Raenell Lynn Simmons.
Colorado average 4.8
Last Health inspection on Nov 2024
Colorado average 24.8
Colorado average 5.2
Health citations are formal notices following inspections when they fail to comply with safety and care standards.
17 of 24 citations resulted from standard inspections; 6 of 24 resulted from complaint investigations; and 1 of 24 came from combined inspections (standard and complaint).
Colorado average: 0.4
Colorado average: 2.1
Reporting period: October 1 – December 31, 2025 (Q4 2025). Source: CMS Payroll-Based Journal report.
Manages medical care and health needs.
Assists with medical care and medications.
Helps with daily care and mobility.
Total hours from contractors
5,375 contractor hours this quarter
| Certified Nursing Assistant | 0 | 22 | 22 | 3,572 | 92 | 100% | 9.1 |
| Licensed Practical Nurse | 0 | 5 | 5 | 743 | 63 | 68% | 9.3 |
| Physical Therapy Assistant | 0 | 1 | 1 | 440 | 66 | 72% | 6.7 |
| Qualified Social Worker | 0 | 1 | 1 | 319 | 62 | 67% | 5.1 |
| Respiratory Therapy Technician | 0 | 1 | 1 | 301 | 62 | 67% | 4.9 |
Federal penalties imposed by CMS for regulatory violations, including civil money penalties (fines) and denials of payment for new Medicare/Medicaid admissions.
Source: CMS Penalties Database (Data as of Jan 2026)
No penalties in the past 3 years
No civil money penalties or payment denials were reported in the last 3 years.
These measures show how residents usually do over time at this home, based on health outcomes and preventive care.
13% of new residents, usually for short-term rehab.
80% of new residents, often for short stays.
7% of new residents, often for long-term daily care.
Source: CMS Long-Term Care Facility Characteristics (Data as of Jan 2026)
Residents meet regularly to discuss policies, care quality, and activities
Family members meet regularly to discuss policies, care quality, and activities
Organized group of family members that meets regularly to discuss facility policies, resident care, and activities.
Organized group of residents that meets regularly to discuss facility policies, quality of life, and activities.
Historical financial and operational data for Veterans Community Living Center at Fitzsimons from 2012–2024, based on CMS SNF Cost Reports.
Key figures below are for fiscal year ending in 06/2024.
Based on CMS SNF Cost Report for fiscal year ending in 06/2024.
Residents typically stay for brief periods, with frequent admissions and discharges throughout the year.
Most new residents arrive under private pay (80% of admissions), and a typical private pay stay runs around 1 - 2 years.
Coverage residents most often arrive under.
Coverage residents most often leave under.
1.9 miles from city center
Estimated distance in miles from Aurora's city center to Veterans Community Living Center at Fitzsimons's address, calculated via Google Maps.
— 0.35 miles to nearest hospital (UCHealth University of Colorado Hospital)
Add your location
Info below is compiled from CMS reports & the CO Dept. of Public Health & Environment (CDPHE), senior community websites & trusted data sources such as Walk Score & BBB.
Communities are listed from highest to lowest based on our ranking methodology.
The facility name. Click to view the full profile page on Assisted Living Magazine, including photos, services, and contact info.
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CMS (Centers for Medicare & Medicaid Services, the federal agency that regulates nursing homes) Overall 5-star rating — a composite of Health Inspection, Staffing, and Quality Measures scores. 5 stars = top 10% nationally. 1 star = bottom 10%. The single most important number to start with when comparing facilities.
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Care Types in This Table
AL (Assisted Living):
Housing with help for daily activities like bathing, dressing, and medication, without 24-hour skilled nursing.
NH (Nursing Home):
24/7 skilled nursing care for residents with complex, ongoing medical needs.
SNF (Skilled Nursing Facility):
Round-the-clock nursing care, often for recovery after surgery, injury, or illness.
MC (Memory Care):
Secured, specialized care for people living with Alzheimer's or dementia.
RC (Respite Care):
Short-term temporary care that gives family caregivers a break.
HOS (Hospice Care):
Comfort-focused care for those with a terminal illness, prioritizing quality of life over treatment.
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Neighborhood or city area where the facility is located. Proximity to family, hospitals, and green space matters for both quality of life and ease of visitation. Consider drive time and transit access when evaluating location.
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Licensed bed capacity. Larger facilities (300+ beds) often have more specialized programs but can feel institutional. Smaller homes (under 150 beds) tend to deliver more personalized care. Compare with Avg Res/Day to understand how full the facility typically runs.
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Percentage of licensed beds filled on an average day. Color indicates financial health: green (90%+) = operationally strong, typically profitable. Amber (80–89%) = stable but leaving revenue on the table. Orange (70–79%) = financial strain likely, may struggle with fixed costs. Red (<70%) = significant distress, closure or ownership change risk increases sharply.
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This facility's occupancy rate compared to the statewide average for similar facilities. A positive number means above-average demand. Facilities running 5%+ above the state average are typically the most sought-after in their market — a strong proxy for reputation.
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CMS-adjusted total nurse hours per resident per day (RN + LPN + CNA combined). The national average is approximately 3.5 hrs. Higher is better — more direct care time per resident. Below 3.0 is a red flag. CMS weights RN hours more heavily because RNs handle complex clinical decisions that CNAs cannot.
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CMS Health Inspection star rating (1–5 stars), based on the 3 most recent annual state surveys plus any complaint investigations. This is the hardest rating to manipulate — it reflects real surveyor findings on-site. 5 stars = fewest deficiencies found. 1 star = most. It carries the heaviest weight in the Overall CMS rating.
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CMS Staffing star rating (1–5 stars), based on daily nurse staffing hours submitted to CMS via verified payroll data. Compares RN, LPN, and CNA coverage relative to resident acuity level. 5 stars = well above expected staffing. Weekend staffing is evaluated separately, as that's where many facilities quietly reduce coverage.
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CMS Quality Measures star rating (1–5 stars), based on 15 clinical outcome metrics including fall rates, pressure ulcers, antipsychotic drug use, and hospital readmissions. Captures actual resident health outcomes, not just compliance. High QM combined with low Health Inspection scores can indicate a facility with strong care but weak documentation practices.
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Registered Nurse hours per resident/day compared to the statewide average. RNs are the highest-skilled nursing staff — they assess residents, manage medications, and respond to emergencies. A value of +50% means RN coverage is 50% above the state norm. Negative values are a concern for residents with complex or acute medical needs.
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Total nursing staff hours (RN + LPN + CNA combined) per resident/day vs. the statewide average. A broader measure than RN vs State — it captures the entire care team. A facility can have high total staffing but low RN hours, meaning more aides and fewer nurses. Read both columns together for the full picture.
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Total dollar amount of federal monetary fines (civil money penalties) issued by CMS in the past 3 years. Fines are only levied for serious violations — typically actual harm to residents, repeated uncorrected deficiencies, or systemic non-compliance. Even a single fine is noteworthy. Multiple fines strongly suggest a pattern, not isolated incidents.
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Total health deficiency citations from the most recent standard inspection cycle. Minor citations (scope A–C) are common and often administrative in nature. Higher counts aren't always disqualifying, but should be read alongside Severe Citations to understand actual harm levels. Under 10 is strong for a large facility; 30+ warrants a closer look.
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Average deficiency citations per CMS inspection (survey) in the reporting window — total citations divided by the number of inspections. Lower is better; compare alongside total Citations and Severe Citations for context.
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Citations at CMS scope/severity level G or higher — G–I means actual harm occurred; J–L means residents were placed in immediate jeopardy. (D–F is potential for harm only). Examples include unaddressed falls, medication errors causing injury, neglect, or abuse.
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Average number of residents in the building on any given day, derived from annual census data. Reflects true operating scale — a 400-bed facility running 200 residents/day operates very differently from one at 390. Higher resident counts generally mean more funded staffing hours.
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Better Business Bureau rating (A+ to F). Reflects complaint history, business transparency, and how family disputes were resolved. A+ means no significant unresolved complaints. A blank (—) means the facility isn't BBB-accredited, which is common for healthcare providers and not necessarily a negative signal.
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Walk Score® (0–100). Measures walkability of the surrounding area. 90–100 = Walker's Paradise. 70–89 = Very Walkable. 50–69 = Somewhat Walkable. Below 50 = Car-Dependent. Higher scores benefit family visitors, resident outings, and staff commuting.
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The licensed owner or operator of record filed with CMS — the individual or organization legally accountable for the facility. Searching the operator name across other facilities can reveal chain or multi-site ownership, which matters: chain-operated homes tend to have more variable quality outcomes than independently run facilities.
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What the home actually collects for resident care, after contractual allowances, bad debt and discounts — not gross billings. Taken from the latest complete annual cost report, so it is comparable across homes reporting the same period. Revenue alone doesn't indicate care quality, but it funds staffing and capital reinvestment. Pair with Payroll %. Figures are from each facility's most recent complete fiscal year — hover a value for the exact year; a * marks homes that report an older period than most facilities.
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Staff salaries plus wage-related benefits from the latest complete annual cost report. Contract and agency labour is counted separately, under other operating costs, so a home leaning on agency staff can show a low figure here. Payroll is the cost most directly tied to care quality — compare with Payroll % for full context. Figures are from each facility's most recent complete fiscal year — hover a value for the exact year; a * marks homes that report an older period than most facilities.
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Payroll as a share of NET PATIENT REVENUE (not gross revenue). Both figures come from the same cost-report year. A higher figure means more of each revenue dollar goes to staff pay. Read with the Staffing star rating to judge whether spend translates into coverage — and note that homes whose patient revenue covers only part of their operation can read implausibly high. The Colorado average is: 63.5% Figures are from each facility's most recent complete fiscal year — hover a value for the exact year; a * marks homes that report an older period than most facilities.
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CMS Certification Number: the unique federal identifier for this skilled nursing provider.
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|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Cadence Aurora | NH SNF | Aurora (Utah Park) | 54
Facility
54
CO AVG
74
Rank
#330 / 516 |
94.4%
Facility
94.4%
CO AVG
73.3
Rank
#15 / 140 | +29% | 3.65
Facility
3.65
CO AVG
3.86
Rank
#98 / 203 | +84% | -6% | $0
Facility
$0
CO AVG
$39.2k
Rank
#1 / 211 | 6
Facility
6
CO AVG
24.8
Rank
#7 / 205 | 2.0
Facility
2.0
CO AVG
5.2
Rank
#6 / 205 | 1 | 51 | - |
44
Facility
44
CO AVG
53
Rank
#540 / 838 | Daniel Cortez | $10.8MFiscal year ending 12/2023
Facility
$10.8MFiscal year ending 12/2023
CO AVG
$9.9M
Rank
#59 / 180 | $6.1MFiscal year ending 12/2023
Facility
$6.1MFiscal year ending 12/2023
CO AVG
$6.1M
Rank
#80 / 180 | 56%Fiscal year ending 12/2023
Facility
56%Fiscal year ending 12/2023
CO AVG
63.5%
Rank
#121 / 180 | 65393 | ||||
| Life Care Center of Aurora | NH SNF | Aurora (Southeast Crossing) | 166
Facility
166
CO AVG
74
Rank
#24 / 516 |
31.9%
Facility
31.9%
CO AVG
73.3
Rank
#134 / 140 | -56% | 4.18
Facility
4.18
CO AVG
3.86
Rank
#46 / 203 | +17% | +8% | $33.2k
Facility
$33.2k
CO AVG
$39.2k
Rank
#153 / 211 | 28
Facility
28
CO AVG
24.8
Rank
#132 / 205 | 5.6
Facility
5.6
CO AVG
5.2
Rank
#126 / 205 | 2 | 53 | A+ |
41
Facility
41
CO AVG
53
Rank
#561 / 838 | David Strain | $14.6MFiscal year ending 08/2024
Facility
$14.6MFiscal year ending 08/2024
CO AVG
$9.9M
Rank
#22 / 180 | $10.6MFiscal year ending 08/2024
Facility
$10.6MFiscal year ending 08/2024
CO AVG
$6.1M
Rank
#14 / 180 | 72.4%Fiscal year ending 08/2024
Facility
72.4%Fiscal year ending 08/2024
CO AVG
63.5%
Rank
#17 / 180 | 65332 | ||||
| Garden Terrace at Aurora | NH MC SNF | Aurora | 120
Facility
120
CO AVG
74
Rank
#73 / 516 |
80.5%
Facility
80.5%
CO AVG
73.3
Rank
#66 / 140 | +10% | 4.14
Facility
4.14
CO AVG
3.86
Rank
#51 / 203 | -10% | +7% | $0
Facility
$0
CO AVG
$39.2k
Rank
#1 / 211 | 11
Facility
11
CO AVG
24.8
Rank
#22 / 205 | 2.8
Facility
2.8
CO AVG
5.2
Rank
#29 / 205 | - | 97 | - |
46
Facility
46
CO AVG
53
Rank
#516 / 838 | Jerry Weeter | $10.7MFiscal year ending 09/2023
Facility
$10.7MFiscal year ending 09/2023
CO AVG
$9.9M
Rank
#65 / 180 | $7.9MFiscal year ending 09/2023
Facility
$7.9MFiscal year ending 09/2023
CO AVG
$6.1M
Rank
#35 / 180 | 73.3%Fiscal year ending 09/2023
Facility
73.3%Fiscal year ending 09/2023
CO AVG
63.5%
Rank
#16 / 180 | 65266 | ||||
| Summit Rehabilitation and Care Community | NH MC SNF | Aurora (Sunny Vale) | 110
Facility
110
CO AVG
74
Rank
#101 / 516 |
97.9%
Facility
97.9%
CO AVG
73.3
Rank
#4 / 140 | +34% | 3.34
Facility
3.34
CO AVG
3.86
Rank
#148 / 203 | +4% | -13% | $0
Facility
$0
CO AVG
$39.2k
Rank
#1 / 211 | 23
Facility
23
CO AVG
24.8
Rank
#108 / 205 | 3.3
Facility
3.3
CO AVG
5.2
Rank
#42 / 205 | 1 | 108 | - |
70
Facility
70
CO AVG
53
Rank
#225 / 838 | - | $12.3MFiscal year ending 12/2023
Facility
$12.3MFiscal year ending 12/2023
CO AVG
$9.9M
Rank
#37 / 180 | $6.8MFiscal year ending 12/2023
Facility
$6.8MFiscal year ending 12/2023
CO AVG
$6.1M
Rank
#63 / 180 | 55.4%Fiscal year ending 12/2023
Facility
55.4%Fiscal year ending 12/2023
CO AVG
63.5%
Rank
#125 / 180 | 65176 | ||||
| Veterans Community Living Center at Fitzsimons | NH AL HOS MC RC SNF | Aurora (Fitzsimons) | 180
Facility
180
CO AVG
74
Rank
#14 / 516 |
71.2%
Facility
71.2%
CO AVG
73.3
Rank
#92 / 140 | -3% | 5.70
Facility
5.70
CO AVG
3.86
Rank
#11 / 203 | -100% | +48% | $79.5k
Facility
$79.5k
CO AVG
$39.2k
Rank
#194 / 211 | 24
Facility
24
CO AVG
24.8
Rank
#110 / 205 | 6.0
Facility
6.0
CO AVG
5.2
Rank
#133 / 205 | 3 | 128 | - |
67
Facility
67
CO AVG
53
Rank
#269 / 838 | Lynne Miller | $27.0MFiscal year ending 06/2024
Facility
$27.0MFiscal year ending 06/2024
CO AVG
$9.9M
Rank
#1 / 180 | $18.5MFiscal year ending 06/2024
Facility
$18.5MFiscal year ending 06/2024
CO AVG
$6.1M
Rank
#2 / 180 | 68.5%Fiscal year ending 06/2024
Facility
68.5%Fiscal year ending 06/2024
CO AVG
63.5%
Rank
#28 / 180 | 65380 |
Veterans Community Living Center at Fitzsimons is located in Aurora, Colorado.
Here are the financial assistance programs available to residents in Colorado.
Veterans Community Living Center at Fitzsimons is in the Fitzsimons neighborhood of Aurora.
Veterans Community Living Center at Fitzsimons is legally operated by State Of Colorado, and administered by Raenell Lynn Simmons.
Veterans Community Living Center at Fitzsimons has a walk score of 67. Moderately walkable. Some errands can be accomplished on foot, with a mix of nearby amenities.
Veterans Community Living Center at Fitzsimons's occupancy is 71%.
No, Veterans Community Living Center at Fitzsimons has a no-pet policy.
Veterans Community Living Center at Fitzsimons is registered as a for-profit in CO.
Raenell Lynn Simmons is the administrator of Veterans Community Living Center at Fitzsimons.
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