I would appreciate advice from others working in healthcare project management. I am currently the sole PM for a growing post-acute healthcare organization with 3,000 employees across multiple state

Imran, thanks for your reply. I guess I would say that I am caught between managing between 8-10 cross-departmental projects at a time, and am lacking the time to be able to spin up all of the PMO-type systems to help make the process of project initiation, etc. very difficult to get done. Have you had any experience managing the projects of a company on your own and been able to successfully introduce and maintain, at least the beginnings of a PMO that would eventually lead to hiring more PMs to manage the growth.

Rami, thanks for your reply. See my replies to both Syed and Imran for additional context. Thanks

Syed, thanks for your reply.
Yes, I am attempting to do that and more. I have been with this company for 16 years and started in a clinical position, so I know the company inside and out. I independently searched for and completed the required training to take the PMP exam, then came to the CEO to inform him that he needed a PM and that I was it. I have been on an uphill climb for the past 5 years trying to convince leadership to see the benefit of a more standardized PMO framework (along with getting my salary in line with the responsibilities I have taken on.) I have created a some tools like a project request form and have had limited success in getting it to be used consistently. I simply have so many projects coming at me, I have not had the time, nor the team members to assist in keeping up that momentum. Any advice on getting leadership buy-in and how to show the ROI of getting a PMO spun up would be great.

Sibeso, thanks for your response. Please see my responses to both Syed and to Imran for some more context.

Alan Roberts Sorry, I didn't reply to your message inline here like I should. Please see my reply further in this thread. I have more questions for you there as well. The better I can understand the current state, the more helpful I can be.

Imran,
Thank you for the insights. Based on your comments, I believe I have been moving in the right direction and have spent much of the past year working through many of those same initiatives. The biggest challenge has been balancing the development of governance, intake, and prioritization processes while also managing a continually growing portfolio of active projects.
Fortunately, I have supportive partners within our IT department who recognize the need for a more structured approach. One of our primary areas of focus recently has been creating a process that ensures new and existing projects are reviewed, prioritized, and evaluated against the current workloads of the teams involved before additional work is approved.
I have also been piloting an intake and screening process where sponsors complete a preliminary questionnaire to determine whether a request warrants a formal project submission. If it meets the threshold, it moves into a more detailed project request process that can then drive the development of a charter, resource review, and prioritization discussion.
The challenge now is continuing to refine and institutionalize these processes while maintaining momentum on the projects already in flight. Your feedback reinforces that these are the right areas to focus on, and I appreciate you taking the time to share your perspective.