I n the past few years, nursing journals have documented the predicted shortage of perioperative nurses. Overall, the perioperative nurse workforce is aging, and some estimates indicate that 20% of perioperative nurses will retire by early 2021. 1-3 This loss, coupled with the challenge of recruiting and retaining new perioperative nurses, means perioperative nurse leaders are facing a staffing crisis.At the Hospital of the University of Pennsylvania in Philadelphia, perioperative leaders experienced a 20% nurse vacancy rate and a 5% nurse turnover rate in 2013 because of a dramatic increase in surgical volume, the increasing number of ambulatory surgery centers, and the difficulty of attracting and retaining nurses. The leaders were aware that traditional academic curricula provide limited exposure to perioperative nursing, and therefore, were looking for other ways to fill their open positions. Recent literature suggests that this lack of exposure has resulted in the inability to attract nurses to the perioperative field. 1,4 The literature also suggests that there has been significant attrition of nurses who did not fully understand the realities of perioperative nursing before accepting a position in perioperative services. 1 The leaders experienced these struggles firsthand in their own practice, thereby confirming the accuracy of the information in the literature. Realizing that their vacancy and turnover rates were unsustainable in light of the expense of orienting new-to-practice nurses (ie, approximately $50,000-$75,000 per nurse), 1,2 an extended orientation lasting 6 to 12 months, 5 and decreasing nurse competency, the leaders were determined to develop a unique and innovative approach to mitigate these challenges.