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One of the greatest holes-in-one you will ever see....

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Today In Sports: Wednesday, March 26, 2025

He was ready for another round, as narrated by MMA narrator Steve Inman.....

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Steve Inman: Wednesday, March 26, 2025

This is nice, but let's see him do Free Bird......

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Today In Music: Wednesday, March 26, 2025

Harrison Ford's famous broccoli joke.....

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Bonus Video 1: Wednesday, March 26, 2025

Dana Carvey's RFK Jr impersonation: "He always just sounds like he took a hit of pot."

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Today In Politics: Wednesday, March 26, 2025

If there is any Saturday Night Live skit that deserves a reprieve, it's Massive Headwound Harry...... 

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Bonus Video 2: Wednesday, March 26, 2025

This is exactly why the internet was invented.....

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You Still Here? Tuesday, March 25, 2025

Language 3 25 25

Today In Linguistics: Tuesday, March 25, 2025

Food 3 25 25

Today In Food: Tuesday, March 25, 2025

Much like Keith Richards, as long as John Daly is alive, whatever you're doing probably won't kill you. He is the canary in the mine. When he drops, you have to be more cautious.....

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Today In Health Care: Tuesday, March 25, 2025

And now the medal winners of the Door-Cam Olympics.....

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Bonus Video 2: Tuesday, March 25, 2025

Bonus vid 1 3 25 25

Bonus Video 1: Tuesday, March

Kolby fedore

Kolby Fedore

Crime & Courts

Courts

A 12-person Laramie County jury found former South Cheyenne Water and Sewer District General Manager Dena Hansen guilty Wednesday of stealing about $350,000 from the district over nearly a decade.

A Laramie County District Court clerk confirmed Hansen's conviction on a single felony theft count. The verdict form was not publicly available Wednesday afternoon.

The case centered on allegations that about $350,000 was diverted from the South Cheyenne Water and Sewer District between 2014 and 2024 while Hansen oversaw its finances.

For years, the numbers were small enough to disappear into a stack of utility bills.

[{"type":"text","text":"A few hundred dollars one month. A little more the next."}]

Some was cash handed across a counter by customers paying water bills. Checks sometimes sat for days before clearing. Deposit slips appeared to tell different stories, depending on which copy investigators examined.

[{"type":"text","marks":[{"type":"bold"}],"text":"A Familiar Face"}]

According to court records, Hansen worked for the district for more than 30 years.

Employees told investigators she was deeply involved in the district's day-to-day financial operations.

She handled deposits, interacted with customers, and maintained broad control over money moving through the office, says an affidavit of probable cause. 

The district serves customers south of Cheyenne, collecting monthly payments from residents and businesses for water and sewer service.

Those payments arrived in different forms — checks, cash and money orders — and for years appeared to move through the office without raising significant alarms.

After concerns arose about district finances in 2024, the South Cheyenne Water and Sewer District hired forensic accounting firm Jacobson and Associates to review years of records.

That review ultimately identified what investigators alleged were hundreds of thousands of dollars in missing funds.

[{"type":"text","marks":[{"type":"bold"}],"text":"Two Deposit Slips"}]

[{"type":"text","text":"One of the recurring details in the affidavit involved deposit slips."}]

Investigators alleged Hansen prepared bank deposits using duplicate deposit forms.

The yellow copies retained by the district frequently showed larger amounts than the white copies submitted to the bank -- a discrepancy that became a focus of the investigation.

In one section of the affidavit, investigators wrote that deposit slips appeared to have been altered using correction fluid before being delivered to the bank.

The records described instances where the amount recorded on the district's copy did not match the amount ultimately deposited.

Investigators concluded cash had been removed from deposits before they reached district accounts.

The affidavit further alleged that checks were sometimes substituted for missing cash to make deposit totals appear balanced.

Employees told investigators the district did not begin accepting online payments until October 2021.

According to witness statements summarized in the affidavit, Hansen opposed implementing online payment options.

Several employees reportedly told investigators they never understood why online payments were resisted.

[{"type":"text","marks":[{"type":"bold"}],"text":"Customers Complaints"}]

The investigation also uncovered complaints from customers who noticed something unusual.

Some customers contacted the district wondering why their checks had not cleared their bank accounts.

Investigators said those reports suggested certain checks were being held before being deposited, notes the affidavit. 

The delays became one of many small pieces investigators later compared against deposit records and customer payments.

Employees interviewed during the investigation described Hansen as the person primarily responsible for deposits.

Several told investigators they did not routinely transport deposits to the bank themselves.

[{"type":"text","text":"Others reported that Hansen sometimes took deposits home overnight."}]

The affidavit notes that employees said deposits occasionally left the office with Hansen.

[{"type":"text","marks":[{"type":"bold"}],"text":"Cash Trail "}]

The affidavit details a review of personal banking records belonging to Hansen and her husband.

According to investigators, bank records showed approximately $242,573.88 in cash deposits into personal accounts between 2014 and 2024.

Most of those occurred during the same years investigators identified substantial shortages in district deposits.

The accounting review attempted to compare money missing from district accounts with cash appearing elsewhere.

Month after month, investigators charted shortages ranging from hundreds to thousands of dollars.

[{"type":"text","text":"Some months showed no shortages at all."}]

[{"type":"text","text":"Others showed significant discrepancies."}]

[{"type":"text","text":"Over time, investigators alleged, the missing amounts accumulated."}]

Forensic accountants identified approximately $263,934.73 in missing funds between 2017 and 2024.

A review of earlier records, covering July 2014 through June 2017, identified an additional estimated $96,000 in missing deposits.

Combined, investigators concluded roughly $350,000 had disappeared from district accounts.

The investigation eventually grew into a criminal case supported by years of financial records, employee interviews, and forensic accounting analyses.

When prosecutors filed the felony theft charge, the resulting affidavit stretched across dozens of pages detailing deposit records, customer payments and banking activity dating to 2014.

A 12-person jury heard the case during a trial that began June 8.

A sentencing date had not been announced as of Wednesday afternoon. Under Wyoming law, felony theft is punishable by up to 10 years in prison, a fine of up to $10,000, or both.

Dena Hansen and Cheyenne green sign IMG 6015 6 17 26

Cowboy State Daily is Wyoming’s largest newspaper with Wyoming’s most experienced journalists. 

<title>Jury Finds Former Cheyenne Water Manager Guilty Of Stealing $350K Over A Decade | Cowboy State Daily</title>

A Laramie County jury on Wednesday found the former manager of the South Cheyenne Water and Sewer District guilty of stealing about $350,000 from district accounts over a decade. She could get up to 10 years in prison at sentencing.

Jury Finds Former Cheyenne Water Manager Guilty Of Stealing $350K Over A Decade

Headshot of Cowboy State Daily's Feature Reporter, Andrew Rossi.

Andrew Rossi

Business

Agriculture

There's a big bee emergency in Yellowstone National Park after a semi-truck carrying dozens of beehives crashed Tuesday.

Dalton Broadus of West Yellowstone, Montana, was driving north along U.S. Highway 191 around 9 a.m. Tuesday when he drove past the scene.

Damaged and destroyed beehives were scattered across a quarter-mile stretch of road. Bees were swarming his vehicle, several tow trucks and a Yellowstone ambulance were at the scene, and someone in a beekeeping suit was already assessing the area.

“It happened about an hour before I got there, I believe,” Broadus said.

The Gallatin County Sheriff’s Office, Hebgen Basin Fire/EMS, the Montana Department of Transportation, and the Montana Department of Agriculture responded to the scene.

James Peterson, dispatch manager for Eaton Road Solutions, told Cowboy State Daily his company received a call from the National Park Service to recover the flipped semi-truck. He wasn’t sure what caused the accident.

“We brought three recovery trucks and two traffic-control trucks from Idaho Falls,” he said. “It took us about three hours to get it back up.”

Peterson said Eaton’s crews were heading back to the scene Wednesday night to start recovering the damaged hives and, hopefully, the bees that had been residing inside.

“We’ve been working one-on-one with the company (that owns the hives), and they’re trying to save what they can,” he said.

The crews will require bee suits while on the scene. Fortunately, Eaton already had some at the ready.

“We haven’t dealt much with bees,” Peterson said. “This was our second bee call in 15 years, and we still have the beekeeping suits we got for the first call."

[{"type":"text","marks":[{"type":"bold"}],"text":"Bee Catastrophe"}]

After viewing Broadus’s video, Cheyenne venture capitalist and beekeeper Michael Jordan said that, from what he could see, the incident was “a devastating loss” for all involved.

“From the way it looks. I’d think about 40 to 50 percent of what’s there is salvageable, maybe,” he said. “It’s a big dump across a long section, so I’d say they’ve got a three-day ordeal ahead of them.”

According to Jordan, an average honey box can hold between 75,000 and 125,000 bees. Each box costs around $500 and generates $2,000 in profit from honey production.

A semi-truck like the one that crashed can carry 250 to 500 honey boxes, and potentially double that if they’re trying to save space.

[{"type":"text","text":"“There could be up to 1,000 of those boxes in one load,” he said."}]

That’s easily millions of bees and hundreds of thousands of dollars lost in Yellowstone.

Jordan has been involved in similar incidents. He helped coordinate a salvage effort after a beehive-carrying semi-truck was involved in an incident on I-80 near Arlington.

“The first four hours are critical,” he said. “The truck drivers, the insurance company, and the owners of the colonies have to work together and approve everything. Somebody on-site is going to be the manager, and they’ll figure out how to fix the problem, so there’s a lot of communication that needs to happen.”

In this incident, all parties will have to coordinate with the Park Service. They’ll need to have a lot of input, given the accident happened in Yellowstone, and fines could be assessed.

“When your boat sinks in Glendale Lake, they charge you for littering, not to mention salvage,” Jordan said. “It’s going to be a pretty big loss, and that’s just the property damage. The owners will need approval from the insurance companies, and then there’s whatever liability the trucking company will have with the NPS. If the mitigation takes too long, they could lose everything."

[{"type":"text","marks":[{"type":"bold"}],"text":"Bee Recovery"}]

Jordan wasn’t sure how the NPS would manage a 500-hive bee recovery in Yellowstone.

In a high-traffic area, such as a highway through Yellowstone during the summer, the first step in a successful recovery might be to call the fire department, he said. That’s potentially the worst-case scenario for the bees and the beekeepers, but the quickest solution for the NPS.

“If the bees are deemed a hazard to traffic, the fire department might go ahead and foam the whole area,” Jordan said. “That kills everything in the area, but you can go in and clear everything out without having to close down the highway.”

As for the bees, Jordan said everyone involved in the salvage operation must make critical moves within 48 hours. That’s how long they have before the surviving bees move on.

“The queens are going to be looking for locations where they feel safe,” he said. “If you can’t get new hives set up in 48 hours, the queens will migrate and leave a pheromone trail that the bees accommodating her in that hive will follow.”

Tracking down and individually placing the queens in new or rebuilt honey boxes is the best strategy, assuming the surviving queens can be located. Otherwise, there might be a big bee population in northwest Yellowstone.

“If the queens are in Yellowstone, they’re going to migrate into Yellowstone’s forests,” he said. “You can prevent that if you find the queens and put them in individual hives, but you have 48 hours to do it.”

When Jordan helped salvage the scene near Arlington, they successfully recovered 70% of the bees that had been on the semi-truck. They accomplished this by quickly setting up new honey boxes in a safe spot near the scene.

“Bees are very communal,” he said. “They work on a swarm mentality, and they can migrate and integrate into a new colony pretty easily. Once the new housing is set up, they’ll typically migrate to those locations within 24 hours.”

[{"type":"text","marks":[{"type":"bold"}],"text":"Busy As Bees"}]

Jordan imagines the companies that owned the damaged honey boxes are coordinating a large response and rushing new housing to the scene.

“I’d say salvaging those colonies and hives will be a three-day ordeal, working 18 hours a day,” he said. “It depends on who’s managing the cleanup. The owners will want to keep as much product as they can, and there are many factors that go into that.”

That already complicated and urgent effort will likely become even more complex, given that it all needs to happen within a national park. The NPS might implement its own strategy to ensure the safety of visitors, traffic and the Greater Yellowstone ecosystem.

, a Yellowstone spokesperson said there were no reported injuries.

"Although the highway remains open, expect delays and traffic control measures as cleanup and mitigation work continue at the site of the accident,” the statement reads.

Broadus had the same takeaway from the incident as he’s had for years driving that 55-mph section of road in Yellowstone's northwest corner: slow down.

“I’m surprised there aren’t more accidents like this,” he said. “I drive from West Yellowstone every day during the summer. People speed quite a bit and pass within tight margins of oncoming traffic. They need to slow down.”

[{"type":"text","text":"Any way you look at it, it’s not good."}]

“I feel bad for all the people involved,” Jordan said. “There could be two or three owners of those hives, and that’s a lot of money. That’s their livelihood. That’s at least one whole company that has to rebuild.”

Bees 6 18 26

<title>Semitruck Carrying Millions Of Bees Crashes In Yellowstone National Park | Cowboy State Daily</title>

A semitruck carrying millions of honeybees flipped over on U.S. Highway 191 in Yellowstone National Park on Tuesday. Cheyenne beekeeper Michael Jordan called the scene "a devastating loss" of hundreds of thousands of dollars to the owners of the bees.

Semitruck Carrying Millions Of Bees Crashes In Yellowstone National Park

Headshot of Cowboy State Daily's business and tourism reporter, Renée Jean

Renée Jean

Wyoming Life

A sprawling, high-tech medical center that once envisioned itself as the "Mayo Clinic of the West" and promised to reshape rural health care in northeast Wyoming might yet be able to fulfill at least some of that vision.

The Hoskinson family is in talks to sell its Gillette clinic to a large hospital chain, according to a post the family made Wednesday on the Hoskinson Health & Wellness Clinic Facebook page.

The sale could happen quickly, with an eye on maintaining continuity of patient care. Hoskinson Health announced in May that it would 

, citing months of multi-million-dollar financial losses. 

A potential buyer now raises the possibility that some of the family’s vision — highly advanced specialty care in a small energy town — can be retained. 

“We want to share a very hopeful and exciting update with our amazing community,” the post read. “We are currently in advanced discussions with a large hospital chain about potentially taking over the clinic’s operations!”

An agreement has not yet been finalized, but negotiations are at the stage where final words are being put to paper, the post added. 

“Both sides are fully aligned, and the spirit of the terms makes sense for everyone involved,” the post continued. “We are working diligently to get this across the finish line, but we wanted to keep you in the loop.”

Continuity of patient care is a priority for the new health-care organization, Hoskinson said in its post. 

“They are fully aware of our timeline, and are already mobilizing a team to help ensure a smooth transition,” the post said. “They are eager to speak with all of our current providers and staff, to see who they can retain moving forward.”

If realized, Hoskinson Health said the family would step back from the medical business and lease the building to the new organization, which will take full responsibility for day-to-day operations as well as employment of staff.

“We are incredibly enthusiastic about this direction,” the post continued. “We truly believe this is the absolute best outcome for our patients, our dedicated employees, and the community. Most importantly, it ensures that you will continue to have a strong, alternative choice for your health care needs.”

[{"type":"text","marks":[{"type":"textStyle"},{"type":"bold"}],"text":"Community Reacts With Hope"}]

Within minutes, the post had dozens of comments, mostly applauding the news or praying the deal would go through. 

“The building sitting there and all the loss of staff made me sick to think about,” Kathy Davis posted. “Oh I hope this works out.”

Commenter Tonja Slater said she is relieved.

“Can’t wait for it to be finalized and no more worries on finding a new health provider ever!!” she wrote. “Excited to see what the future brings to our community and onto our personal lives, journey, and health care!!!”

Heidi Jacobson noted the health-care provider is “very well known in the Dakotas” and said she hopes the deal “goes thru.” Tiffany Pickett Emery said it’s “Amazing news!! Continuing to remain hopeful.”

[{"type":"text","marks":[{"type":"textStyle"},{"type":"bold"}],"text":"A Bold Experiment"}]

Gillette’s Hoskinson Health & Wellness Clinic was bankrolled by cryptocurrency tycoon Charles Hoskinson and run by his family members, including William, Mark and Patty Hoskinson. 

It began as a bold experiment to reimagine rural health care starting in northeast Wyoming. The family told Cowboy State Daily in previous interviews the goal was to create the 

The family filled the 73,500-square-foot facility with cutting-edge medical technology such as the Vectra, a revolutionary, 3D whole-body imaging system used in dermatology and plastic surgery. At the time the Hoskinsons purchased the Vectra, there were just two in the country — the first at the Mayo Clinic, the second in Gillette. 

It was one of dozens of examples where the family brought cutting-edge medicine to a town of about 33,500 people. There was a dual-energy CT scanner for gout, a high-definition nuclear imaging scanner, advanced cardiac and breast MRI scans, hyperbaric oxygen therapy chambers, transcranial magnetic stimulation, and more.

The clinic also included specialties rarely found in standard community medical practices, ranging from DNA sequencing and pharmacogenomics to advanced regenerative medicine, biologics infusion, and a dedicated longevity and lifestyle center.

While the clinic stopped building at 73,500 square feet, there were plans at one time to expand to 100,000. That would have included a surgery center.

But the economics, from the start, were brutal, as Charles Hoskinson detailed in a post-mortem video he released not long after the clinic announced its closure.

In the video, Charles said the clinic had been losing millions of dollars every month, even after aggressive attempts to optimize operations. 

Primary care, he argued, is fundamentally under-reimbursed, forcing providers to see 24 to 28 patients per day just to break even — a volume that was incompatible with the slower, more thorough care model he wanted the clinic to provide.

“The Hoskinsons have been in medicine for over 70 years since the 1950s,” Charles said in the video. “And they’ve watched the entire health-care industry transform and change from mostly rural and mostly solo practitioners, or small groups — excluding cities — working basically with a direct relationship with the patient, direct financial relationship with the patient, to a system that’s become kind of a bureaucratic hellscape.”

The Gillette clinic was all about changing that, Hoskinson said. 

Even though the clinic attracted more than 20,000 patients, it wasn’t close to breaking even. It could never sustain all its state-of-the-art technology, much less the above-market wages it was paying to attract specialists to a remote corner of Wyoming. 

“I had aspirations to do something in regenerative medicine,” Charles said. “I’m a big believer in network medicine. I believe the interactome and the electrome are going to be revolutionary for human health, and with AI enhancements and personalization, they’re really going to change things so we can cure stuff.”

Interactome is the entire set of molecular interactions inside a living cell, including a complete map of interactions between proteins and DNA. Electrome refers to the complex cascade of electrical networks and signals that pass between cells and tissues.

What Hoskinson learned from starting a clinic in Gillette was disquieting, he said. 

“The reality is clinics don’t make money,” he said. “Cancer and surgery are the only two areas that really make any money, outside of the pharmaceutical side. And if you’re in primary care, the vast majority of people who are in primary care will tell you it’s a losing proposition. If you look at the economics of primary care — so internal medicine, family practice — these things on average have to see 24 to 28 patients per day to be able to break even with the infrastructure.”

That’s a patient every 15 minutes, plus a lot of paperwork on the other side, just to break even. That doesn’t include making any profit.

The situation is further complicated, Charles said, by insurance.

“When you’re doing an insurance model, you typically only collect less than half of what you bill,” he said. “It’s the only business I’ve ever been in where you have no price negotiation. It’s mandated to you what you’re roughly paid.”

Clinics, meanwhile, are not allowed to bill as much as hospitals, which means the field is anything but level.

“When you bill it, even though you’ve done the work, it’s not clear you’re actually going to get paid for it, unless you get pre-approvals,” Charles said. “And even so, there’s been cases where doctors, while operating on people, literally while in the OR, the insurance company changed their mind and said don’t want a pre-approval.”

After optimizations, Charles said the clinic cut its monthly losses from about $4 million to $1.7 million but still couldn’t get close to break-even.

“To give you a comparable, the hospital that’s in the same market, Campbell County Health, they lose more than $10 million a year, and this is after receiving a $20 million-a-year government subsidy,” Charles said, adding that he went to decision makers in the jurisdiction as well as other health-care providers to ask if any subsidies were available, but was told no.

“The American health-care system is broken,” Charles said. “We knew that going into Gillette, so we wanted to build a center of excellence and build a really cool clinic, and build it in a beautiful way for the people there in Gillette.”

For Gillette patients like Shawna Leigh Langdon, who had built life-saving care around the clinic, the negotiations stakes are high. 

Langdon, in previous interviews with Cowboy State Daily, said she relied on the clinic for weekly injections, diagnostics and specialist follow-ups for an aggressive case of rheumatoid arthritis.

Before that, she had to rely on a clinic in South Dakota — a drive so long that at times she had to cancel appointments because her body was physically unable to make the trip.

If the clinic disappeared without a comparable replacement, she feared she would be forced back into a patchwork of delayed MRIs and rescheduled surgeries that had defined her care.

Hoskinson Health & Wellness in Gillette, which envisioned itself as the "Mayo Clinic of the West" before announcing last month it would close, may have a buyer. The Hoskinson family announced Wednesday it's in talks to sell to a large hospital chain.