Cover-up over hospital scandal - Telegraph Parents whose children died at the unit in Furness General Hospital have been given copies ahead of publication. James Titcombe, whose baby son Joshua died there in 2008, after staff failed to treat a simple infection, said the cover-up was "appalling." "If you cannot trust the health care regulators, the very people who are there to ensure minimum standards of safety, who can you trust?" he asked. I think this symbolises what has gone wrong with the culture of the NHS. We need honesty and transparency but this was frankly rotten. Tomorrow's report, by management consultants Grant Thornton, was ordered by David Behan, who became chief executive of CQC last summer after his predecessor stood down. It follows a campaign by Mr Titcombe and other families in Cumbria and Lancashire who lost mothers and babies at the hospital, where there were dysfunctional relationships between doctors and midwives and staff shortages. Problems with the maternity unit emerged in 2008, but in 2010 the CQC gave the Morecambe Bay trust a clean bill of health. When issues were brought to its attention in 2011, an internal review was ordered into how the emerging scandal had gone unnoticed. The resulting review was so damning that bosses decided it should never see the light of day. Tomorrow's report describes a CQC official saying that he was ordered by a senior manager in March last year to destroy his review because it would expose the regulator to public criticism. In the accounts of discussions between officials about what to do with the findings, one senior manager states: "Are you kidding me? This can never be in a public domain nor subject to FOI [a Freedom of Information request]. Read my lips. The official who had written the internal CQC report said to the Grant Thornton review team that he had been told his work must be deleted because it was damaging to CQC. He said he felt he was "being put in a very difficult position" and asked to do something that he felt was "clearly wrong." The report says the same senior manager "said that he felt very uncomfortable about the apparent weight that was being given in the meeting to the potential media impact and reputation damage his report findings might cause CQC. His view was that the focus instead should have been on patient safety and the protection of service users. The same official said he was then asked to write up a different review removing any references critical of the watchdog. "In effect, he had been asked to omit anything that could be considered damaging for CQC," the new report says. The original internal review had been ordered after questions were asked about why CQC had given the NHS trust a clean bill of health in April 2010 - registering it without any "conditions," helping it to win elite "foundation" status later that year - despite serious concerns about the safety of its maternity services. The decision was taken despite a number of serious incidents, including the deaths of babies and mothers, and a warning by the CQC's regional director of "systematic failures" in the hospital maternity services which could lead to further tragedy. It was not until September 2011 that the trust was finally warned that the failings were so serious that it would be closed down without major changes. By then the trust had the highest mortality rate in the country, with 600 "excess deaths" in the previous four years. Since being appointed CQC chief executive last summer, Mr Behan has restructured his executive team, replacing all bar one of his six executives. A CQC spokesman said: "We let people down and we apologise for that." David Prior, the chairman of the CQC, said: "CQC's chief executive, David Behan, was absolutely right to commission an independent report into CQC's handling of the registration and subsequent monitoring of University Hospital Morcambe Bay - and absolutely right to publish it in full. The publication draws a line in the sand for us. What happened in the past was wholly unacceptable. The report confirms our view that at a senior level the organisation was dysfunctional and the board and the senior executive team has been radically changed.