Ghost Wars (42 page)

After his election victory Clinton set up transition offices in Little Rock, Arkansas. Robert Gates, now the CIA director, installed a temporary CIA station—replete with security guards and secure communications—in a Comfort Inn near the Little Rock airport. Gates had decided to leave the CIA, but he agreed to stay on to help familiarize Clinton with intelligence issues and to give the new administration time to choose a new director.

Gates flew in to meet the president-elect at the Governor’s Mansion. He found Clinton exhausted, drinking copious amounts of coffee to stay awake, but engaged. Gates and Clinton were both natural analysts, sifters and synthesizers of complex data. Gates felt that Clinton did not have the anti-intelligence, anti-CIA biases of Jimmy Carter or Michael Dukakis, the 1988 Democratic presidential nominee. Clinton consumed CIA analyses voraciously during the transition months. Gates dispatched his deputy director for intelligence to the station at the Comfort Inn. They began to provide the President’s Daily Brief to Clinton almost immediately and commissioned a series of special intelligence studies at Clinton’s request. The CIA quickly became the only department in the federal government whose senior officers were seeing the president-elect face-to-face every day. Gates became optimistic that President Clinton and the CIA would get along exceptionally well.
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He was wrong. The problems began with the selection of a new director. The choice was postponed until late in the transition process. Conservative Democrats on Capitol Hill urged Clinton to appoint someone with a right-leaning reputation to balance the liberals in his Cabinet. The Clinton team telephoned James Woolsey, a fifty-one-year-old Oklahoman, and told him to fly immediately to Little Rock. Woolsey was a lean, dome-headed man with soft gray eyes and a sharp, insistent voice. He had met Clinton only once, at a campaign fund-raiser held at the home of Washington socialite Pamela Harriman. But Clinton and Woolsey had common roots. Like the president-elect, Woolsey had risen from the rural southwest to win a Rhodes scholarship and graduate from Yale Law School. As a young army reserve lieutenant Woolsey had campaigned against the Vietnam War. Later, he had drifted to the political right, aligning himself with hard-line anticommunist Democrats such as Senator Henry “Scoop” Jackson.
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Woolsey spent several hours with Clinton at the Governor’s Mansion. They talked at length about University of Arkansas and University of Oklahoma football, good places to fish in the Ozarks, and, at less length, their visions for the future of the CIA. At one point Clinton said that he really did not think the CIA director should be a policy adviser to the president. Woolsey agreed that the director “ought to just call the intelligence straight.”
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Their meeting ended with no mention of a job offer, but the next day Warren Christopher called Woolsey at his hotel and summoned him to a press conference.

“Does the president want me to be the director of the CIA?”Woolsey asked.

“Sure. Just come over to the press conference, and we’ll get it sorted out.” Woolsey asked Christopher to be certain about the job offer. Christopher stuck his head in Clinton’s office, came back on the phone, and said, “Yeah, that’s what he wants.”

In a living room of the mansion Woolsey found the Clintons, the Gores, Secretary of Defense nominee Les Aspin, Secretary of State nominee Warren Christopher, Tony Lake, Samuel L. “Sandy” Berger, and several political aides trying to anticipate questions they would hear from the press when Clinton introduced his new national security team. The president-elect’s media specialists worried that reporters would accuse Clinton of appointing a bunch of Carter administration retreads. Woolsey could understand why, since “we were, in fact, a bunch of Carter administration retreads.” Trying to be helpful, Woolsey mentioned that he had served in the Bush administration, leading a team that negotiated a reduction of conventional armed forces in Europe. Clinton’s press aide looked at Woolsey. “Admiral, I didn’t know you served in the Bush administration.” Dumbfounded, Woolsey pointed out that he had never been an admiral, only an army captain.
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The scene signaled the pattern of Clinton’s relationship with the CIA during his first term: distant, mutually ill-informed, and strangely nonchalant. At Langley the change arrived abruptly. Outgoing President Bush, who had served briefly as CIA director during the Ford administration, had been the agency’s most attentive White House patron in decades. He invited senior clandestine service officers to Christmas parties and to weekends at Camp David. He drew agency analysts and operators into key decision-making meetings. Within months of Clinton’s inauguration the CIA’s senior officers understood that they had shifted from being on the inside of a presidency to being almost completely on the outside.

They became puzzled and then angry. They interpreted Clinton’s indifference in varied ways. Thomas Twetten, who was running the Directorate of Operations, saw Clinton as “personally afraid of any connection with the CIA,” partly from long-standing suspicions of the agency and partly because he wanted to avoid immersing himself in foreign policy problems.
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The agency’s case officer population had grown more Republican during the 1980s, and many of these officers saw Clinton through a partisan lens. There remained many Democrats at the agency and it was difficult to generalize, but a substantial number of CIA officers began to see Clinton as softheaded and hostile to the intelligence services. Some of the agency’s more conservative case officers were Vietnam veterans who resented Clinton’s decision to evade the draft and who noted that both his new CIA director,Woolsey, and his national security adviser, Lake, had noisily protested the Vietnam War.

For their part, Clinton, Lake, and others in the new national security cabinet radiated a self-conscious nervousness around the Pentagon and the CIA. They seemed to avoid direct interaction. Hardly anyone from the CIA was ever invited to the White House, and Clinton did not visit Langley, even for major events such as a memorial for CIA officers killed in the line of duty. American defense and intelligence spending contracted after the Soviet Union’s demise, beginning in the Bush administration and continuing under Clinton. The CIA’s budgetary position was aggravated by its weak relations with the White House.

Woolsey himself got off to a troubled start. In an agency as large and secretive as the CIA, with so many career officers, a new director could have only limited influence. Yet the director had three crucial jobs that no one else could perform. He had to cultivate a personal relationship with the president of the United States, who alone could authorize CIA covert action. He had to massage the two intelligence committees in Congress, which wrote the agency’s budget and continually reviewed its operations. And he had to keep up morale among the Langley rank and file. Within months of his arrival Woolsey had pulled off a stunning triple play of failure, some of the agency’s senior officers felt. Woolsey forged strong connections with some CIA officers at Langley, especially those involved with technical and satellite intelligence collection, Woolsey’s main professional focus. But he alienated many others, especially those in the Directorate of Operations.While awaiting Senate confirmation, Woolsey consulted his acquaintance Duane Clarridge, founder of the CIA’s Counterterrorist Center. Clarridge concluded from their talk that Woolsey was “paranoid” about being “co-opted” by the insiders at the CIA, especially the career espionage officers in the Directorate of Operations. Some officers there saw Woolsey as aloof and untrusting. Worse, in closed hearings on Capitol Hill,Woolsey picked early fights with key senators who controlled the CIA’s funding. And worst of all, Woolsey alienated President Clinton, the CIA’s most important client.
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Woolsey did not have a private meeting with the president during Clinton’s first year in office. Typically, CIA directors have an opportunity to brief the president first thing each morning, presenting the latest intelligence about global crises. But Clinton was a voracious consumer of information with scant patience for briefers who sat before him to read out documents that he could more efficiently read on his own time. The president was a night owl, prowling the White House residence into the early morning hours, reading briefs and working the telephone, sometimes waking members of Congress or journalists with 2 A.M. phone calls. In the morning he was often rough and slow to reenergize. Many of the senior White House staff avoided him until he came fully awake. Clinton’s national security team, led by Tony Lake, found Woolsey a grating character: arrogant, tin-eared, and brittle. They didn’t want to sit and chat with him in the chilly dawn any more than Clinton did.Woolsey met weekly with Lake, his deputy Sandy Berger, and Secretary of State Warren Christopher, but the White House team concluded that Woolsey was too combative. They found him too quick to argue his opinions on an issue and unable to calmly analyze all the available intelligence. Woolsey was a bulldog for his own point of view, especially if the issue involved the merits of technical intelligence.
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Try as he might,Woolsey could not get a meeting with the president.When a pilot on an apparent suicide mission crashed a single-engine Cessna into the south lawn of the White House in September 1994, the joke quickly circulated that it was Woolsey trying to get an appointment with Clinton. The joke angered Woolsey when he first heard it, but in time he became so accustomed to his pariah status that he began to tell it on himself.

Woolsey saw the White House as totally uninterested in foreign affairs. There was no appetite for strategy, no disciplined process for thinking about the big issues, he concluded. The Cold War had been won, Boris Yeltsin in Russia was a friend of America, and the Clinton team had decided not to be too tough on China. The White House’s one creative aspiration in foreign policy, Woolsey thought, was the global pursuit of free trade, as evidenced by the personal effort Clinton had put into passage of the North American Free Trade Agreement. Otherwise, Woolsey interpreted his inability to see the president as much more than a broken personal connection. Clinton and Lake, Woolsey believed, both saw the CIA as just one more instrument for shaping domestic politics. In their minds, as Woolsey saw it, the agency’s job was to help manage crises such as Bosnia, Haiti, and Somalia with an eye toward minimizing their political fallout in the United States. As the months passed,Woolsey grew not only alienated by the Clinton White House but disgusted by what he saw as its crass emphasis on electoral politics.
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Unencumbered by presidential direction or oversight, Woolsey was free to push the CIA in whatever direction he chose. As he settled into the director’s office he concentrated on a campaign to refurbish the nation’s spy satellite system. During the 1980s, as an arms control negotiator who depended on covert satellite photography to monitor adversaries, Woolsey came to believe that America’s spy satellite capability had decayed dangerously. He understood the issues well. At Langley he put together a classified slide show that demonstrated how urgent the problem had become and what investments were required to fix it. Woolsey presented the spy satellite briefing again and again at the White House, in Congress, and at the Pentagon, lobbying hard for new funding. He was persuasive.
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By what he chose to emphasize he also signaled that the CIA’s major challenges lay in technical programs, not in human spying. By leaving the CIA alone, the White House had limited means to evaluate whether Woolsey’s emphasis on technical intelligence, as opposed to human intelligence, was the right one or not.

AS WOOLSEY SETTLED INTO OFFICE, two young men of Pakistani origin living separately in the United States worked through the last logistical problems of their terrorist conspiracies. One of them lived with a roommate in a garden apartment in suburban Virginia. The other bunked with acquaintances in suburban New Jersey. The two had never met, but they had much in common. Both grew up in large, relatively privileged families with roots in the impoverished Pakistani province of Baluchistan, along the Afghan frontier. They were the sons of ambitious and hardworking fathers who could afford schooling and travel abroad. Yet both had also endured precarious, disrupted lives. They moved abruptly between traditional Baluch households, with their strict codes of sexual and family honor, and secular, freewheeling cultures in Europe and the United States. Both had been exposed during these years to passionate preaching by radical Islamic clerics who denounced the United States as an oppressor of Muslims. Both drifted away from their families and became enraged by the violence they watched between Israelis and Palestinians on satellite television. Each had decided during 1992—without awareness of the other—to organize a violent attack on a prominent target in the United States. As they planned their strikes, both spent long hours thinking about the political and theological bases for their actions. They reached slightly different conclusions about the legitimacy of their violence against civilians, but their creeds were remarkably similar.

Mir Amal Kasi was then twenty-eight years old. He had arrived in the United States in 1991. His father owned hotels and expansive orchards in and around Quetta, the capital of Baluchistan, only a few hours’ drive from Afghanistan. Kasi was the only child of his father’s second wife, who died when Kasi was nineteen years old. He earned a master’s degree in English literature at Baluchistan University in 1989. Like many in frontier Pakistan he carried a sidearm. After his father’s death that year from a heart attack, he began to travel abroad, first to Germany, then to the United States, where he took a job at a suburban courier company. Alone in Virginia, orphaned, and half a world from home, he spent hours watching news from the Middle East on CNN: the Gulf War, the subsequent upheaval in Iraq, the conflict between Israelis and Palestinians. He told his roommate that he was going to do “something big,” maybe at the White House, maybe at the Israeli embassy in Washington. Eventually Kasi concluded that a better target would be the CIA, whose secluded entrance he passed regularly along the dual carriageway of Virginia’s Route 123. Kasi believed that the agency was directly responsible for the deaths of many Muslims. From a Virginia gun shop he acquired an AK-47 assault rifle. Kasi expected to confront police in a shootout during his attack, but just in case he escaped, he bought an airline ticket home to Pakistan. On the day before his scheduled flight, he awoke in his garden apartment, pulled on a tan overcoat, loaded his weapon and five hundred rounds of ammunition into his brown station wagon, and drove to the entrance of the CIA.
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