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Sexuality is one of the most important quality-oflife issues; therefore, female sexual dysfunction is an important primary care issue. The potential for every woman to live an active, healthy, and fulfilling sexual life is possible, regardless of age. While there may be many different factors that contribute to sexual issues throughout the lifespan, it is essential to understand that a woman’s sexual response is influenced by emotional, relational, and medical factors. It is the combination of these factors that create a unique sexual identity for every woman and which must be taken into consideration when assessing and treating women with sexual function complaints.

Urinary tract infection (UTI) is a common diagnosis seen by primary care providers. The majority of UTIs occur in young, otherwise healthy women and respond to antimicrobial therapy. The pathogenesis and management of UTIs is generally straightforward. However, in populations with complicated UTIs, urosepsis may occur and treatment may be more difficult in those with inadequate host defenses or genitourinary abnormalities.

Chronic pelvic pain is defi ned as pain in the pelvis of greater than six months’ duration. It is estimated that 3.8% of women aged 15—73 have chronic pelvic pain which is more common than asthma or migraines.1 Chronic pelvic pain directly costs society $880 million dollars per year.2 It has been reported that approximately 10% of visits to the gynecologist, 20% to 40% of gynecologic diagnostic laparoscopies, and 12% to 20% of hysterectomies performed are for complaints of chronic pelvic pain.3 Primary care providers will often be presented with these complaints from their female patients and can play a vital role in recognizing and treating this important women’s health condition.

In today’s competitive and ever-changing marketplace, no medical practice has an unlimited budget; more often, there is barely enough cash flow to meet current needs and obligations. Resources such as money, time, and space seem to be literally shrinking. Unfortunately, when the ink on the bottom line turns red, many physician leaders forced to cut costs often do so by laying off valuable staff. This downsizing often serves to further strain the productivity of the practice. An alternative to such downsizing can usually be found by adding nontraditional services or products, expanding existing products, or creating new service offerings.