This article contributes to knowledge around organisational learning in relation to Monitoring and Evaluation (M&E) processes of non-governmental organisations (NGOs).While learning and accountability are two fundamental purposes of M&E, in practice NGOs often perceive donor accountability as the only function of their organisation’s M&E system. Learning through meaningful monitoring of actions is a necessary process to satisfy effective functioning of organisations working on social change.The article is based on action research, which included qualitative methods such as case studies, focus group interview(s), semi-structured interviews and questionnaires with participating organisations from an 18-month Monitoring and Evaluation Capacity Development Programme of the Community Development Resource Association, which involved nine South African NGOs. Organisations benefited from the programme through peer learning, consulting and research linked to the programme.The research revealed that NGOs have a perception of M&E as an accountability procedure that has been imposed on them by donor communities and are resistant to it as well as to rigid data collection.Organisations require specific capacities to realise their power and to be able to negotiate more developmental approaches to M&E within their organisations and with donors. The model is suggested that fosters learning in M&E systems and includes two interlinked processes: self-awareness (a sense of core organisational values and intuitive ability) and awareness about the outside world and the effects of organisations’ work.The model for M&E systems can be explored further and help those organisations who are working towards better balance between learning and accountability.

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Anatomy of State CaptureEskom Board announced its plan to construct 12 nuclear reactors that could generate 20 GW to grow the country's overall electricity capacity by 2025 (Eskom, 2007). The Department of Minerals and Energy (DME) approved the new nuclear policy in 2008 (Department of Minerals and Energy, 2008), with much talk about job creation and socio-economic development through uranium mining and construction and operation of the plants.Government explored offers from two companies: Areva, a French company, and Toshiba's Westinghouse from the United States (US), which owned shares in the PBMR project. Both options were too expensive (Department of Public Enterprises, 2008). Despite this, Director-General of the Department of Public Enterprises (DPE), Ms Portia Molefe, stated, "the South African government remains committed to introducing nuclear, because we have to deal with our carbon footprint, and we have to diversify our energy mix" (Department of Public Enterprises, 2008). It was suggested that the government explore new opportunities for nuclear development using a "strategic equity partner" (Eskom, 2009, p. 16). A new large-scale nuclear programme was presented in the 2010 Integrated Resource Plan (IRP) and approved in May 2011 (Department of Energy, 2011). The plan proposed the addition of 9.6 GW of nuclear energy in the energy mix by 2030 to mitigate risks to the security of supply (Department of Energy, 2011).The IRP is a key energy planning process that guides decision-making about the choice of technology, planning and implementation timeframes based on expected energy demand and dictates investment and infrastructure decisions (Department of Mineral Resources and Energy, 2019).The Department of Energy (DoE) prepares the draft IRP with Eskom and energyintensive users (Montmasson-Clair & Ryan, 2014). It integrates energy policy priorities such as a low carbon trajectory, job creation and poverty alleviation strategies and sets different limitations, such as those on coal imports or caps on levels of renewable energy. The public participation process is critical to ensuring transparency around targets and limitations, which otherwise can manipulate outcomes. The 2010 IRP was made available for public comment and 5 090 specific comments were received, resulting in an increase in nuclear costs by 40% (Department of Energy, 2011).The nuclear programme developed quickly. On 15 September 2011, the Minister of Energy, Ms Peters, announced that the proposal for the rollout of new nuclear power plants had been "signed off ", was expected to be finalised by the end of 2011 and that the bidding process was expected to begin in 2012 (Flak, 2011). According to the Minister, Eskom would manage and operate the nuclear process, while the private sector would undertake the construction of the nuclear plants. At that time,