Cancer survival in the UK has seen significant improvement over recent decades. Yet, cancer remains the country’s leading cause of premature death. Despite advances in diagnostics and treatment, systemic pressures and persistent inequalities continue to impact patient outcomes — challenges only intensified by the disruption of the COVID-19 pandemic.
National policy has made the goal clear: to improve early detection and survival through innovation, personalised care and strategic collaboration. Achieving this vision, however, requires more than policy — it demands stronger, more structured partnerships between the NHS and the life sciences sector.
Why partnership matters
Collaboration between the NHS and industry is no longer a ‘nice-to-have’ — it’s a necessity. Strong partnerships are essential to:
- Fast-track the introduction of cutting-edge diagnostics and therapies;
- Drive earlier adoption of innovative technologies;
- Improve survival rates and overall patient outcomes;
- Build personalised, predictive models of care that work across populations.
This approach is increasingly backed by policy, including the Life Sciences Sector Plan, part of the Life Sciences Industrial Strategy calls for scaled NHS–industry partnerships, while the Cancer Healthcare Goals programme, launched in 2022, committed £22.5m to boost oncology innovation.
National guidance also highlights the importance of community engagement and partnership working.
Central areas ripe for innovation include immunotherapies, artificial intelligence (AI) and early detection technologies — all of which require rapid testing, evaluation and adoption at scale.
The role of cancer alliances
At the centre of this effort are cancer alliances, which play a vital role in delivering the ‘NHS long-term plan’ for cancer. These alliances provide system-wide leadership and distribute targeted funding to improve outcomes across populations.
In the Midlands, there are two cancer alliances covering a combined population of approximately 11 million people across 11 integrated care systems (ICSs) including 23 acute trusts. The opportunity for impact is immense — but so is the need for coordinated action.
Core functions of the alliances include:
- Leading recovery efforts for cancer services post-pandemic;
- Directing investment to maximise population-level benefit;
- Championing new models and technologies;
- Sharing learning and best practice through the NHS cancer programme.
Addressing barriers to progress
Despite the strategic focus, significant barriers remain:
| Challenge | Issues |
| Systemic pressures | Workforce shortages, diagnostic delays, access variation, capacity constraints |
| Performance inequality | Later diagnosis and poorer survival rates in deprived communities |
| Structural barriers | Disjointed care transitions, over-reliance on hospital-based care, outdated digital infrastructure |
The Midlands Life Sciences Partnership: a new model
To confront these challenges head-on, a new initiative — the Midlands Life Sciences Partnership — has been launched. This bold collaboration brings together NHS leaders, cancer alliances, clinical experts and industry partners with a shared mission: to transform cancer outcomes across the Midlands.
Key features of the initiative include:
- Cross-industry leadership: 17 industry partners have already expressed interest to work with us across pharma, med tech, digital and data organisations.
- Evidence-based design: focused on full tumour pathways — from prevention and screening through to treatment and survivorship.
- Collaborative approach: building on successful pilot projects while launching new programmes to address priority gaps.
- Enabler-focused work: tackling workforce redesign, digital transformation, data analytics and business case development.
- Integrated leadership: clinical and executive leaders are embedded in governance structures to accelerate adoption and scale.
Skills and capabilities behind the movement
Supporting this partnership is a dedicated life sciences hub team, offering deep expertise in:
- Digital and transformation strategy;
- Programme management and system governance;
- Advanced analytics and decision support;
- Evaluation, business case development and commercial frameworks.
Together with engaged clinical leadership, these capabilities create a solid foundation for sustainable innovation and improved cancer care outcomes.
What’s next?
The formal launch of the programme this October marks more than a milestone — it signals a new era of NHS–industry partnership in cancer care. As system pressures mount and health inequalities persist, the Midlands initiative offers a timely and scalable solution.
By working together at scale, this collaboration not only aims to improve outcomes for patients across the Midlands but also serves as a blueprint for future NHS–industry partnership — demonstrating what’s possible when sectors unite around a shared goal.
It’s an exciting journey ahead.
Alison Tonge, development director, Life Sciences Hub
Sarah Hughes, managing director, West Midlands Cancer Alliance
Victoria Millward, managing director, East Midlands Cancer Alliance
