Modulo4_KHEIRON_EN

Networking and recognition events: Participating in larger events (e.g., mentoring conferences, volunteer days, etc.) connects us with the ‘network of networks’—other organisations and related projects—which enriches our perspective. Likewise, publicly recognising the work of mentors (certificates, mentions on social media, a thank- you letter at the end of the year) increases volunteer satisfaction and retention. A mentor who feels valued is more likely to continue and recommend others to join, expanding the network . Coordination and open communication with the organising team: For the sustainability of the programme, it is vital that mentors and organisers work in harmony. Mentors can contribute by providing structured feedback to the programme: for example, after each cycle, participating in evaluations of what worked and what can be improved in terms of management (matching, training, materials). If you notice any shortcomings (perhaps you would have liked more initial training on a particular topic), communicate this proactively. Successful programmes incorporate mechanisms for continuous improvement where the volunteers' voices count. This also creates a sense of belonging: mentors feel that the programme is theirs and become more committed. Some programmes establish mentor committees, where volunteer representatives meet with coordinators to propose improvements or co-design activities. This co-creation increases sustainability, because the changes have support from the volunteer base. In short, a mentor who is involved beyond their one-to-one relationship becomes a pillar of the programme. We move from ‘I am a mentor to X mentee’ to ‘I am part of a community of mentors.’ That collective identity is powerful: on the one hand, it retains volunteers (it creates camaraderie, even friendships, which encourage them to continue for another year), and on the other hand, it guarantees quality (mentors share standards and advice, raising the overall level). 12