The objectives of the management influence the attention of the central structure. At organisational level, they can be linked to the quality of services and their sustainability. Choices of competence of bodies and conditions of professional relations require a definition consistent with the actual rules.
I propose to distinguish completed activities from useful results for members. Starting a service is a fact; making it usable is a further achievement. The evaluation should include what the management can influence, avoiding to attribute effects mainly dependent on the conditions of the associated companies.
Let's imagine a program that improves commercial assistance. The number of meetings performed describes the activity. Resolved requests and recurring problems that remain open help to read the effect of the program, with a cautious comparison between different cases.
Periodic verification should make subsequent results, constraints, and priorities recognizable. Few well-defined measures can be more useful than many incompatible objectives. The connection with members emerges when the structure can explain how one's work concretely changes access to common services.