As has already mentioned in the Ongoing Training and Supervision section, the support of both parties is crucial to the success of the mentoring relationship.

Support involves Program staff providing both parties with positive reinforcement, resources and assistance when this is needed. It will involve assisting both parties to successfully problem-solve and work through issues that will see the relationship strengthened.

Programs will have different ways of offering recognition for the mentor and mentees and their participation in the Program. Mentors' Annual Breakfasts are a popular way of acknowledging the value of the mentors to the Program; sending mentors and mentees birthday cards, notes congratulating them on their achievements, gifts of petrol coupons, food vouchers, book vouchers, gym membership and so on will always be appreciated by volunteer adult mentors.

Where possible, an annual celebration of the mentoring relationship involving the mentors, mentees and the mentees'  families, as well as all Program staff is a great way to pay tribute to the contributions of all parties to the success of the program. Writing a note acknowledging a mentor's contribution to the Program and sending it to the mentor's employer (where appropriate) is another way of showing recognition.

Program staff should put some thought into recognition procedures, as these are shown to increase the level of satisfaction of mentors, thus resulting in longer mentoring relationships being sustained.

Once the formal aspect of the mentoring relationship is over and you have conducted the Exit interviews with the mentors, mentees and parents/caregiver, ask the mentors if they would like to remain linked to the Program. Perhaps they will express interest in mentoring another student or recruiting potential mentors for the Program. Perhaps you could use them to mentor new mentors or to be on standby to take on a mentoring relationship if such a relationship breaks down and you need someone to fill the gap temporarily. Keep these mentors on your data base and keep in touch via Newsletters, inviting them to participate in an ongoing training and supervision evening or being a guest speaker at one of your functions. Valuing mentors, both past and present, is a sure way of growing the network and making it easier to recruit mentors.

Sound recognition and retention plans will inevitably spread the word within the local and wider community that you are running a good program.

Closure 

Program staff should be adequately prepared to handle the different types of closure processes that might be required when a mentoring relationship comes to an end. Typically this could be because either party does not wish to continue the relationship as they have failed to connect over a period of time, or one of the parties is moving from the area, this resulting in a closure of the relationship. Alternatively, the formal time of the relationship as outlined in the Program guidelines has reached its ending, after which time Program staff no longer remain involved should both parties wish to continue the relationship informally with parents' /caregiver's permission (where appropriate).

The ending of a relationship can be difficult for both parties, so Program staff need to handle these processes sensitively, gaining as much that is positive out of the procedure as they can for both parties. All closure processes and decisions taken need to be recorded in writing and sent to the mentor, mentee and parents/caregiver.

Where the formal mentoring relationship comes to an end, this can be a time of celebration, as both parties reflect on all the positive moments, what they have each learned from their time together and even reach consensus as to whether or not they will continue meeting on an informal basis. It is important that the mentee is given sufficient warning that the relationship is coming to an end as far as the Program requirements are concerned. A well planned process of closure will ensure that both parties continue to feel safe, stable and secure

Exit surveys should be conducted wherever possible, as this not only brings a formal conclusion to the mentoring relationship, but also provides valuable data for the ongoing evaluation of the program.

Where the mentoring relationship ends prematurely, Program staff should make every effort to follow the accepted closure procedures. Where a young person has experienced other losses in their life, Program staff might need to recommend some form of professional help and support for the young person to assist them through the process. For evaluation purposes, it's important for Program staff to gather as much factual information as possible to explain why the relationship has ended prematurely. Wherever possible, offer both parties the opportunity to participate in a new mentoring relationship, a clear way of showing you value and support them.

Just because mentors are adults, Program staff should be careful not to conclude that the mentor will be okay if the relationship ends prematurely. Some mentors might battle with feelings of rejection, could see themselves as failures or feel hurt by what led to the early closure of their relationship with their mentee. A meeting or two with Program staff to discuss their feelings is encouraged.