Part II
Based on the types, varieties and locations of the programs, the following model was developed for decision purposes.
Location: Based upon host or faculty experience and personal contacts. Marketability, security, expense and popularity must also be considered
Season and Duration: Once a location has been determined, factors such as seasonality, site availability, expenses and program duration must be weighed.
Nature of Program: Will the program be static – based in one location, or dynamic – moving from location to location? Will it include flex time or will it have a fixed agenda? Is a travel provider needed, or will students handle their own travel?
Price: With a location selected, time of year and program duration determined, and the program nature established, the next step is to determine a realistic price structure.

Activities: Is the program going to include a language or service component? Will the curriculum include traditional class methods or incorporate field techniques? Will the program be specific to Hospitality and Tourism students, or will it be inclusive of the general university population?
Other Variables: Program specific details should be considered, such as:
• Partnerships with other universities in terms of student recruiting
• Including graduate students or alumni
• Number of faculty members involved
• Use of graduate students or teaching assistants
• Inclusion of tours and guest speakers
• Degree of involvement of the host university (if there is one)
• Excursions, such as museums and historical site visits
• Internship or work experience component Recruiting: After program approval is finalized, a marketing plan is needed.
Figure 1: Study Abroad Development Model
Part III
Purdue University: Hospitality and Tourism Management (HTM) Model Purdue University has an office of International Programs. This office is involved with many activities of which study abroad is only one. The numbers of students participating in study abroad programs has increased significantly over the last few years. In 2005/2006 Purdue had 990 students studying abroad in various types of programs (Purdue Office Programs for Study Abroad, 2006/2007). In its broadest sense, Purdue has two types of program administration. One type is managed directly through the study abroad office. The other and most popular program is run through academic departments. In these programs, professors have the greatest amount of control in terms of program development; however, they must achieve fiscal break even in order for them to run, so budgetary issues are of vital importance. The Department of Hospitality and Tourism at Purdue has been involved in study abroad programs for approximately 20 years. The model has been to encourage various faculty members to take the initiative and lead programs. Each spring a meeting is held to find out which professors seek to lead or be involved in programs for the following year. Academic year professors are paid an overload while 12 month staff are paid their normal salaries for participation in these programs. During the past 10 years, the HTM Department has followed a rotational model by rotating summer programs in Australia, Scotland, Ireland, Holland, Switzerland, and shorter programs in Switzerland and Italy and Denmark et cetera. The summer of 2008 will mark the first summer program to China. The HTM Department through their faculty have also initiated over 12 exchange programs where HTM students can go for a semester or year or the students of the foreign university can come to Purdue. The department has been involved with hosted programs in which the majority of the time was spent using a partner university as their host. However, many of the programs have simply spent time in one country and were run entirely by Purdue faculty with little or no contact with other colleges or universities. Using another university as host has its benefits in regards to housing, access to educational facilities, centralized locations, cost-savings and faculty participation. However, if a majority of the time is spent traveling, then the cost savings benefits are outweighed by having to pay twice for housing. A base of operation is valuable but not always a necessity. Programmatic decisions often have much more to do with the country and specific locations, rather than simply following a set model or format. The success of the study abroad programs at Purdue has been based on the experience of faculty who participate, the screening process for students, the academic rigor of the programs and the completeness of the programs. In addition the participation of other academic institutions as partners in our program has also helped a great deal There is a good mix of classroom as well as hands on experiences in each country where programs have been held.
DISCUSSION AND CONCLUSION
The results of this brief survey demonstrate the diversity and variety of study abroad programs offered by hospitality and tourism education programs in the United States. With the increasing number of hospitality and tourism programs throughout the world, there has been a corresponding increase in partnerships between U.S. schools and schools in Europe, China, Latin America and other countries. These partnerships have resulted in exchange programs with both schools exchanging students and accepting credit. Often, students in this arrangement pay the prevailing rates of their home institution. When hospitality and tourism programs are contemplating new study abroad programs, there are many questions that they must consider. The proposed model focuses on some of these issues. One additional issue that schools need to focus on relates to variety or rotation of programs. Certain programs, such as semester or full year programs only enroll a few students per year, drawing from the entire student population. However, while there are numerous summer programs involving discipline specific areas, most hospitality programs tend to offer only one per summer, so that they are not competing for a limited pool of students. Since most students have four or more summers at the university, it is useful to offer a rotational program in which students would have a choice of locations changing each summer, so that there are a variety of programs that can be promoted throughout their academic career. This benefits the students; however, it is more difficult for the hospitality and tourism programs to plan out, since they don’t always get the benefit from the same location and similar prices year after year. Lastly some Hospitality and Tourism Management Programs have considered making some form of study abroad a required part of their programs. At Purdue it is only required for the international option. It is however being considered as a requirement in the curriculum in the future. Other schools are also re-thinking this for the future. The most important part of research related to study abroad programs deals with the benefits gained by
the students. Students who participate in study abroad programs early in their academic careers are able to incorporate what they learn through the rest of their studies. Many students seek additional study abroad experiences either by participating in another summer program or going away for a semester. Additionally
major companies recruiting at universities have reported the value that they place on international study activities, thus leading to better career opportunities. Major international companies are aware of the value of these programs in having future managers who are well rounded and have received exposure in an international setting.
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