To date, existing forms of engaging and including YPs in the structure of organisations and/or the workforce have been primarily tokenistic in nature [
14]. The participation and engagement policies of organisations and programmes are often top down, hierarchical, and lack transparency, with YPs having little if any real responsibility or voice in discussions and decision-making processes. This lack of trust is likely due to negative perceptions of YPs revolving around ageism, inexperience, and a limited desire to adapt existing norms [
15]. Inclusion of YPs should also be inclusive and diverse, not limited to a single representative [
16]. To ensure YPs are genuinely and not tokenistically engaged, they should be taken seriously and given real opportunities to direct/lead in each phase of projects: from concept development, to implementation, and through to evaluation [
14]. The limitations of YPs do, of course, exist. To acknowledge these and limit further fragmentation of the PHWF, there needs to be positive and productive partnerships between YPs and more senior professionals [
9]. The spaces, structures, and institutions in which YPs work must, therefore, actively recognise and support each of their unique talents, strengths, and limitations.