There is no standardized international framework for the monitoring and evaluation of climate change adaptation because adaptation intervention is basically implemented in the local damaged area. In order to cope with uncertainty, which is the unique characteristics of climate change, it is advisable to build the process focused and flexible M&E framework. The author argues that “Theory of Change” and process indicators will develop future adaptation M&E system. The major recipients of adaptation intervention are people in vulnerable area; therefore, it is also effective to adopt a participatory approach to enhance local adaptive capacity. It is essential for future adaptation M&E to circulate the framework between the donor-driven, top- down approach and the community based, bottom-up approach, to accumulate good practices in different area and to share the information interactively

  The incorporated administrative agency system was founded on the final report of the Administrative Reform Council as one such as central government offices of the pillars of the reform. There was a policy of the big reform many times, and a new system was started in April, 2015.

  Many of previous studies focused on the system, however, few offered empirical research. Therefore, the purpose of this study is to clarify the common characteristics, trends, and activities of each incorporated administrative agency.

  Through text mining, it was found that the incorporated administrative agency activities comprised four core activities. Furthermore, I suggest that text mining is a valuable tool to visualize characteristics and tendencies.

  Twenty years have passed since the first introduction of administrative evaluation on local government. Since then, a large number of local governments introduced administrative evaluation, on the other hand, more than 70% of local governments has problem recognition it.

  About the reason of disuse, it is often pointed that administrative evaluation is not linking to budget compilation. Responsible departments of local government make some efforts, for example, scheduling evaluation in consideration of budget drafting, but it looks less effective.

  This article describes the current state of administrative evaluation on local government, relevance of administrative evaluation and budget, and consideration for possibility of their cooperation.

  In addition, considering the circumstances that over 70% of local governments cooperate administrative evaluation and comprehensive plan, examine the direction for practical use of administrative evaluation on local government, and comment to the measures for overcome exhaustion and disuse of administrative evaluation.