Describe how Malcolm Rogers reversed the course of the Museum of Fine Arts in Boston, MA

What will be an ideal response?

Rogers' "one museum" theme, repeated at frequent intervals, sent the message that the director's agenda took precedence over that of the traditionally independent curators who operated the museum's many different art departments and set priorities for acquisitions and exhibitions. One curator quickly resigned. While he was recognized for his good humor and friendly, outgoing manner, the new director showed that he could be blunt and decisive. He took a tough line with expenditures and began a program to cut staff size by 20 percent. However, his cutbacks did not extend to services for museum visitors. Instead, he set about creating a more welcoming environment. He soon reopened the main entrance on Huntington Avenue, which had been closed to save money, and reversed the trend of curtailing admission hours, another of his predecessor's cost-cutting initiatives. Daily schedules were extended and seven-day operations instituted. Three nights a week, the museum remained open until 10 p.m. On "Community Days," three Sundays a year, the MFA was open free of charge. Each successive year, Rogers launched activities to improve the museum's facilities and image, including new exterior lighting to better display the MFA's imposing facade at night, extending the main restaurant, and opening a new rooftop terrace. Making the MFA an evening destination, especially for people living in or close to the city, was another objective. The broader variety of exhibitions (to encourage multiple visits per year), upgraded restaurants, and improved museum atmosphere all played a role. An ambitious $500 million capital campaign was launched, part of which would fund construction of a major building expansion.