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Sounds like you're already doing more than many care to.
I think it depends a lot on the person, would recommend aligning with them face-to-face in an informal setting and figuring out what they are, what they care for, what they need, what they want, how they do, and what their goals are. I feel like the bar is pretty low and as long as you pay attention and mean well you'll do great. So if you stay in touch and check in once in a while to see how things are going, you'll hear if they need anything else.
There's a bunch of different models, but for an intern I wouldn't want to overwhelm them. Try putting yourself in their shoes, maybe? What would you benefit from when you were that young, with that little experience? And it really depends on the person. Are they still in college? Are they doing their master's? How new are they to workforce? Can they see the big picture and articulate their needs? Or do they need their hand to be held? I've seen a bunch of very different interns. Some will run ahead of you — just set the task. Some need to be pushed and led at every turn.
Not sure if it's helpful at all, but thinking back to my own experience:
• At my first full-time role, I really appreciated the company owner to stop by when he saw a new face in the office and just introduced himself and welcomed me. Later, most management found their way to socialize and chat with me casually. Worked magic for me as I was a very shy and anxious person, only focused on my task at hand. So no training materials, no onboarding models, no long-term goals, just open ears and normal human interaction.
• Years later, when I joined a big corp I really struggled for about 2-3 months through their workflows, company structure, and abbreviations. Even though I went through hours and hours of their internal training. Unfortunately, it was impossible to get my manager's time and attention to clarify, everyone else was kinda siloed or as lost as I was, so I had to float in this ambiguity until I figured it all out myself through difference channels. Best team I've ever worked with, but the onboarding was a bit of a fail.
• At another place our CEO enforced the 30-60-90 plan for all new hires, including interns. I found it useless for my designers. But we're a weird bunch, I know that it was great for some people.
• Making them set up some 1:1s with the team members, including interdepartmental leads, could also do wonders. See what they're working on, how it connects to business needs, how their work affects each other. They're young — expose them and they'll absorb like a sponge. At the end of the day, that's what they came for.