SMART(ER), or any similar framework, is a good help for affiliates' members and evaluators but mostly for the activists/boards themselves. In everyday work it is very easy to forget about strategy, planning and evaluation and limit yourself to methods and activities one is most used to or feels most comfortable with. It is natural to focus on things where you feel most experienced and just do stuff (tm). SMART(ER) can be used as a time for breath and a second thought, allowing Boards to reconsider their actions, establish relevant, specific and measurable goals to act and learn more efficiently, rework/drop ineffective programmes and judge them on a effects/costs ratio. I think every Board does it to some extent, sometimes it is just needed to be reminded and it is very useful while evaluating orgs and employees. Documented key learnings from such sessions etc. are a good sign.
However, mind that any SMART-like framework does not tell everything. Organizations still need to be aware of their strong and weak sides (like: great experience in events, active base of volunteers but weak connections with GLAM and advocacy groups) and match them with their needs. In result, for me it is perfectly O.K. to focus your limited resources on activities you feel the strongest, if you are trying to map your strategic goals/possible actions and widen your competences e.g. expanding your Board or volunteer base with people bringing new skills and connections. Worse performance/costs in some key areas does not need to lead to axing the programme or limiting funds - it may just be an inherent specific of particular activity or a country; it may also mean a need of help: expertise, training or resources for the Chapter.
What is more, not all measurable effects are relevant and not all relevant achivements are measurable, at least easily in numbers. It is not easy to fairly quantify effects in terms of many perfectly legitimate goals, like keeping up enthusiasm among volunteers or external partners (there are many random factors to filter out) or judge whether new pictures of architecture are more important than quality legal articles or vice versa. Moreover, as a social researcher I must say that a number (a.k.a. key metrics) is just a step to an explanation.
Summing up, do not worry Chapter Boards, I would not require a number for everything; in many cases a reasonable explanation is fair enough. I also believe that FDC should cooporate closely with Chapters, explaining them its needs to evaluate them properly. On the other hand, please expect a need to give some
numbers and supplement them with a commentary.