We will do this by implementing an ambitious national programme to expand surgical and diagnostic hubs across Wales to reduce waiting times, improve access and increase capacity. My officials are already in the process of convening the expert independent group who will be responsible for developing the delivery plan for 10 such hubs over the next four years, and I look forward to regularly updating the Senedd on its progress.
We're also finalising a new approach to planned care over the next 18 months, clinically led, nationally directed, and with a clear emphasis on service modernisation. Through these measures, we will see two-year waits eliminated within a matter of months and the overall backlog reduced to pre-pandemic levels before the end of this Senedd term. But this isn’t just a case of addressing the immediate pressures of long waits, as urgent as they are; it’s putting the foundations in place so that we’re never in this position again and to ensure that the NHS can sustainably manage demand. That's why our plan for surgical hubs is predicated on reinforcing local capacity and expertise first and foremost, creating centres of excellence for long-neglected specialisms such as ophthalmology, and providing vital training opportunities for medical graduates.
No more will the Welsh Government chase short-term sticking-plaster solutions at the expense of long-term planning, strategic coherence and prudent, targeted investment. This will be complemented by long-overdue reforms in both primary and social care. It's abundantly clear that, from a structural perspective, the health and social care landscape reflects the needs of yesterday, rather than those of today and tomorrow, and the implications of the chronic neglect of primary care and social care are plain for all to see: A&E has become an extension of the GP surgery, while hospital beds have become long-term homes for far too many people whose needs could be better and more holistically served in the comfort of the community. That's why we will expand access to out-of-hours primary care to ease pressure on hospitals, underpinned by our commitment to recruit up to 100 new salaried GPs. Work is already under way, with our partners, to scope a detailed review of funding for general practice to develop options that are balanced, transparent and evidence based.
We're proud to have been the party that initiated the programme to establish a fully integrated national care service for Wales, and, in Government, we will make further purposeful strides in this direction so that wherever people live in Wales they can expect the same high standard of care and support. We will also expand community care, strengthen discharge planning and work in partnership with local government and carers to build a system that truly wraps around the individual, because, for too long, the system has been centred on hospital care. We are shifting focus so that people spend less time in hospital and more time living well, independently in their own homes and communities.
This whole-system transformation must go hand in hand with fundamental reforms to the governance architecture of the NHS. Governance might not be the most eye-catching policy area, but it is essential to unlocking improvements in performance, accountability and collaboration. To this end, we'll strengthen the role of the regional partnership boards to support closer working between health boards, local authorities and key partners, bringing people together to solve problems, with a clear focus on whether it is making a difference for those we serve.
In far too many areas, the NHS remains an analogue institution in a digital age. I'm determined to change this through our 10-year digital and data strategy, to ensure that our health system has the infrastructure and the skills to be at the cutting edge of innovation. A 'once for Wales' approach to digital, data and artificial intelligence and modern infrastructure will help the system work as one, cut duplication, boost productivity and direct more resource to front-line care.
The staff who work with dedication and commitment to deliver high-quality care are the lifeblood of the NHS in Wales. We must empower and support them, with the right people in the right teams and places, and leadership that creates a culture where staff feel valued, safe and able to deliver. I've been clear that we need a long-term workforce strategy for NHS Wales, and, in the autumn, I'll publish this strategy. Working in partnership, we will develop and set out a strategic framework, with clear short-, medium- and long-term commitments, tangible actions and annual review of progress and priorities. This agile framework will mean we can proactively plan and develop our workforce to support our key priorities, such as reducing waiting times and a focus on cancer.
I'm also keenly aware of the difficulties faced by graduates in securing employment, including most recently amongst nursing, midwifery and paramedic cohorts. Wales fares poorly when it comes to retaining the wealth of talent we nurture here, and I'm determined to change this. I will be bringing partners together shortly to consider both immediate actions to support this year’s graduates and what more can be done to avoid similar problems in the future.
But we can't spend all our time firefighting. We must also take bold action on population health and inequality if we are to create a health and care system fit for the future.