Six months into the job, Robert French says the Federation is focusing on partnerships, security, Jewish education and the next generation

By Sharon Wisch-Ray

Six months into his tenure as CEO of the Jewish Federation of Greater Dallas, Robert French says the organization is trying to rebuild trust, deepen partnerships and clarify its priorities for a changing Jewish community.

French, who arrived just before Rosh Hashanah, said he spent his first 100 days in Dallas listening — meeting with rabbis, school leaders, synagogue representatives, agency executives and community members across the area.

Out of those conversations, he said, came a two-year roadmap intended to help guide the Federation’s next chapter.

French has also begun circulating a one-page summary to donors and partner agencies, outlining a phased two-year plan, first to clarify priorities and stabilize operations, then to rebuild systems and ultimately reposition the Federation for long-term relevance. 

The document underscores a shift toward “visible, measurable impact” and a stronger link between giving and results, themes French said emerged directly from community feedback. 

“I made a commitment to do a lot of listening and learning,” French said in a recent interview with the Texas Jewish Post. “I do not believe there’s a one-size-fits-all. Just because something worked in New York or New Orleans or Los Angeles doesn’t mean it’s going to work in Dallas.”

French said the Federation has hosted more than 40 partner agencies and institutions in recent weeks for a series of listening sessions, many of them led alongside board chair Sherry Goldberg, including Jewish day schools, campus organizations, synagogues and major beneficiary agencies.

“The agenda was to listen,” he said. “We spent a lot of time listening to what role they see for themselves, what they think is working in the community, what’s not working and where Federation can help — or where they want us to step back.”

The goal, French said, is not to dictate to partner organizations but to better understand where the Federation can be most useful.

“They’re looking for a partner from us,” he said. “They want a partnership with us. They don’t want to be told what to do.”

French acknowledged that both the Dallas Federation and federations nationally have faced significant challenges in recent years, from shifting donor expectations to questions about mission, strategy and communal relevance.

“Federations are institutions that need to adapt,” he said. “Giving is handled differently. People look at things differently.”

He also said some community members were candid in expressing frustration with the Federation’s past direction and decisions.

“I don’t just meet with people who are Federation groupies,” French said. “I meet with people who are very disgruntled with us.”

Among the themes emerging from those conversations, he said, are the need for stronger communal partnership, ongoing security support, more help attracting and retaining Jewish professionals in Dallas, and renewed investment in Jewish education and young adult engagement.

Security remains a major concern, he said, especially as synagogues, schools and agencies continue to shoulder rising operational costs even as Federation helps secure grants and coordinate broader communal efforts.

French also pointed to concerns about reaching younger Jews and preparing teens and college students to navigate a more hostile climate.

“We can’t take that for granted. The world is changing. This country is changing. We have to really work on strengthening Jewish identity and engagement,” he said, particularly among those on the periphery.

He said the Federation is exploring ways to work with partner agencies and synagogues beginning in high school to better prepare students for Jewish life on campus, while also expanding young professional programming and mentoring opportunities for those building careers in Dallas.

Another area of focus, French said, is helping parents respond to antisemitism in K-12 settings. He said the Federation is strengthening its “Empowering Jewish Parents” initiative in partnership with AJC and continuing community relations work alongside groups including AJC and ADL.

The Federation is also participating in a broader “community mapping” effort to identify gaps in relationships with civic leaders, elected officials and other influential stakeholders across the region.

“After Oct. 7, we realized there were a lot of gaps,” French said. “We’ve done a great job, but there are a lot of holes.”

French said he has also tried to make Federation leadership more visible by attending events across the community and by holding board meetings at different venues around the city, including agencies and schools supported by the Federation.

“We can’t expect people to come to us the whole time,” he said. “We have to be out there and really be a presence.”

One of his strongest impressions so far has been the depth of passion for Jewish life in Dallas — and the degree to which organizations here often work together more closely than outsiders might expect.

“There’s a lot more collaboration and coordination than people think,” he said.

That spirit, he said, is something worth building on.

“Our goal is Jewish unity, not uniformity,” French said. “Everyone has their own unique flavor of what they bring to Dallas, which is fantastic, but our intention now is to serve this community as best we can.”

He said the Federation is still refining its priorities, but the direction is clear: more listening, more partnership and a greater focus on measurable impact.

“We are changing and adapting and listening,” French said. “That’s really key.”