Objective:Results: One hundred ninety four patients were enrolled. There were 58 deaths (42.65%) at ICU discharge. APACHE II and SAPS II predicted hospital mortality 35.32 ± 21.81and 37.11 ± 27.34 respectively. Both models showed excellent discrimination. The overall discriminatory capability, as measured by the aROC, was generally good for two models and ranged from 0.78 to 0.89. APACHE II is slightly better compared to SAPS II score but not significantly better than SAPS II. Both systems exhibited good calibration ( = 8.304, p = 0.40 for APACHE II, = 9.040, p = 0.34 for SAPS II). Hosmer-Lemeshow goodness-of-fit test revealed a good performance for APACHE II scores.Conclusion: APACHE II provided better performance than SAPS II in predicting mortality in our ICU patients but SAPS II also performed well. Our observed mortality was similar with the predicted mortality from APACHE II and SAPS II scores, which suggests that the result of this study reveals good intensive care quality.

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Tuberculosis is an infectious disease caused by acid fast bacilli, Mycobacterium tuberculosis that usually affects the lung although it may affect any organ. Tuberculous osteitis of the cranial bone is known as calvarial tuberculosis. The disease is considered secondary to an active or latent tuberculous lesion elsewhere in the body, but direct spread from orbit, paranasal sinuses and face has also been implicated. Though tuberculosis is endemic in Bangladesh, calvarial tuberculosis is very very rare. We report a case of a female, diabetic, hypertensive, chronic kidney disease(CKD), bronchial asthma patient presented with osteolytic lesion in skull with adjacent subcutaneous swelling. She was eventually diagnosed as calvarial tuberculosis on the basis of positive MTB- PCR from the pus aspirated from the swelling.Bangladesh Crit Care J March 2016; 4 (1): 41-43

Aim To evaluate healthcare professionals’ perceived organizational support and its effect on their compassion, resilience, and turnover intention in the United Arab Emirates. Background The COVID‐19 pandemic exerted unprecedented pressure on healthcare systems, professionals, and management systems. Healthcare organizations begin to explore their roles and function in relation to risks and resilience, in addition to ascertain what level of organization support they are providing to their workers. Methods A cross‐sectional study was conducted with a questionnaire administered to 538 healthcare workers, to examine their personal resources and organizational support during the pandemic. Results 37.7% of nurses were found to have a moderate level of resilience, and logistic regression showed that being married is a protective factor against resigning from the profession (OR = 0.462, P = 0.012, 95% CI: 0.254–0.842), and healthcare workers who perceived higher organizational support were approximately 50% less likely to have a turnover intention (OR = 0.506, P = 0.009, 95% CI: 0.303–0.845). Multiple linear regression model indicated significantly higher resilience among physicians (β = 0.12, P < 0.05) and allied healthcare practitioners (β = 0.12, P = 0.022). Organizational support had a significant positive relationship with resilience scores (β =0.20, P <.001); adequate training was significantly related to higher compassion levels (β = 0.11, P < 0.05); and high organizational support scores were associated with increased compassion scores (β = 0.27, P <.001). Conclusions Front‐line healthcare workers reported moderate organizational support during the pandemic, commensurately reflected in moderate levels of personal resilience and self‐compassion. Continued and better support is vital for employee sustainability and the increased health system performance, including quality of care and patient outcomes. Implications for nursing management Nurse managers should help healthcare workers improve self‐care strategies by strengthening personal resources, including by shortened duty hours, offering adequate break time, providing a safe work climate, and purveying adequate personal protective equipment and supplies to combat infections. They should build an empathetic work environment through understanding the needs of staff, helping tackle their work stress and sustaining cultures of compassion through promoting rewarding and flexibility strategies. Moreover, policymakers and nurse mangers should create a rewarding culture for nurses and other healthcare workers to increase their commitment to their jobs.