The framework for zeroing in on suitable interventions must allow for competing visions of structure and performance and empower decision makers to arrive at interventions that are not only relevant, but also practical given ground realities.
This makes the process of ‘intervention design’ a complex one that must take into account a whole host of behavioural, regulatory, institutional, economic and social parameters within which the intervention will have to operate. 

The process of intervention design entails the following steps:
1) Behavioural analysis of target stakeholders and identification of the triggers that influence change.
2) Assessment of the regulatory, social, economic, technical and institutional pre-requisites associated with each intervention alternative.
3) Identification of plausible intervention alternatives based on identified triggers and the existing ground realities.
4) Evaluation of the incremental costs and benefits associated with each intervention vs. a business-as usual scenario.
5) Finalisation of the intervention strategy and implementation plan.