In the operation of evaluation systems introduced by local governments, the fact that evaluations are not being used has been recognized as a problem. Based on the recognition that the lack of use of evaluations is due to a fundamental problem inherent in the evaluation system, this study theoretically examined how the evaluation system should be designed so that evaluations are used. As a result of its examination of existing evaluation systems, it became clear that guidelines and methodologies for institutionalizing evaluation have not been established, and that the current evaluation system is not effective as a “functional norm,” although it works as a “formal norm.” Furthermore, the results of the study, supported by the theoretical model of the administrative process, suggest that evaluation can be used in other processes of internal management, and that commensurate management and administrative techniques are needed to successfully implement and furthermore effectively use evaluation. In order to change the evaluation system to one that is used, it is necessary to systematically organize and present guidelines and methodologies for institutionalization in an easy-to-understand manner.

  Although many people are interested in how and when information obtained from evaluations is used and by whom, it is difficult to capture the actual situation. In addition, conducting an evaluation does not naturally yield information that can be used, and such information is not automatically utilized once it is obtained. Therefore, it is necessary to specify when, who, what, and how the use of the information will be conducted, and to create an evaluation system that will be used in that way. This paper investigates how utilization is recognized in terms of when, who, what, and how it is implemented in evaluation in Japanese local government, and how the actual situation is organized and disclosed. Based on the survey results, previous studies, and case studies, it will be clarified that concretizing the use of the system is one way to promote the utilization.

  In recent years, the evaluation of regional revitalization grant projects has become an extremely important part of the municipal evaluation process. In addition to general accountability and improvement of policy quality, the Cabinet Office has included in this evaluation system the purpose of using the evaluation results to identify the potential of each grant project to lead the way, including the potential for horizontal development. However, many local governments find it difficult to say that the purpose of the evaluation is to clarify the leadership in terms of evaluation entities and methods, and there is a gap between the system and the purpose of the use of the system. The fact that the evaluation system, which is at the heart of municipal evaluation, is out of alignment with the purpose of use is important for both research and practice of evaluation. This study explains this fact based on the practices of four municipalities in Kyoto Prefecture, where the author has been involved in the design and operation of evaluation systems, and suggests remedial measures.

  “Evaluation fatigue” is one of the major issues in municipal evaluation. Some local governments have reduced the number of projects to be evaluated in order to eliminate “evaluation fatigue”. There are also cases where municipal evaluation systems themselves have been suspended or even abolished due to “evaluation fatigue”.

  From the author’s previous interviews with local government officials, it was found that they do not spend enough time on municipal evaluation to become fatigued. This paper will clarify when the term “evaluation fatigue” began to be used, based on the author’s practical experience as a consultant and the results of a survey the author conducted. It also clarifies how much time administrative staff in local governments spend on municipal evaluation. Through these findings, this paper reports that while there are whispers of “evaluation fatigue,” in reality, it does not create that much of a burden for many administrative officials, and this paper examines and proposes measures to eliminate this “evaluation fatigue”.

  The administrative evaluation system was introduced in local governments almost 30 years ago and has been noted for long as having become a mere formality. This study aims to address this problem. To this end, a method involving a logic model to stimulate policy discussions in workplace organizations during the evaluation process was implemented to test its validity. The results showed 1）the development of the model should be processed through discussions in the workplace rather than assigning the responsibility to the project manager alone; 2）through the development of the model, staff members can better understand the relativity of the policy objectives, implementation methods, causes and effects; 3）by developing the model through discussions, the results of policy implementation are shared among staff, and 4）a logic model as part of the evaluation process should be an effective factor for modifying existing projects and planning new ones. As a result, new avenues for municipal evaluation were identified.