Katrina, The Final Nail in the Coffin

Vanity Fair -- Farewell to All That: An Oral History of the Bush White House

(Excerpts from Vanity Fair article)

Richard Clarke, chief White House counterterrorism advisor: The contrast with having briefed his father and Clinton and Gore was so marked. And to be told, frankly, early in the administration, by Condi Rice and [her deputy] Steve Hadley, you know, Don’t give the president a lot of long memos, he’s not a big reader—well, shit. I mean, the president of the United States is not a big reader?

Richard Clarke: That night, on 9/11, Rumsfeld came over and the others, and the president finally got back, and we had a meeting. And Rumsfeld said, You know, we’ve got to do Iraq, and everyone looked at him—at least I looked at him and Powell looked at him—like, What the hell are you talking about? And he said—I’ll never forget this—There just aren’t enough targets in Afghanistan. We need to bomb something else to prove that we’re, you know, big and strong and not going to be pushed around by these kind of attacks.

And I made the point certainly that night, and I think Powell acknowledged it, that Iraq had nothing to do with 9/11. That didn’t seem to faze Rumsfeld in the least.

It shouldn’t have come as a surprise. It really didn’t, because from the first weeks of the administration they were talking about Iraq. I just found it a little disgusting that they were talking about it while the bodies were still burning in the Pentagon and at the World Trade Center.

November 1, 2001 A presidential executive order exempts presidents, vice presidents, and their designees from provisions of the 1978 Presidential Rec ords Act and permits unclassified archived materials to be kept sealed in perpetuity, rather than being released after 12 years, as the law allows.

Robert Dallek, presidential biographer: I’ve testified twice before the House Oversight and Government Reform subcommittee, protesting this executive order. Now, there are two constraints that operate in relation to all executive materials. One is that if you’re going to violate someone’s privacy you are constrained from releasing the material. A much bigger issue is one of national security, and that’s what causes years to go by before many, many documents are released. So those are the two constraints.

But broadening this—and not only in relation to the president, but in relation to the vice president—reflects, I think, the Cheney proposition that the Watergate crisis put too many limitations on executive power.

And so we now have the issue of what sort of documentary rec ord we’re going to find. I mean, this is a separate issue, I guess, but will they have sanitized the records?

December 17, 2001 Kellogg, Brown & Root, a subsidiary of Halliburton, where Dick Cheney had been C.E.O., is awarded a 10-year omnibus contract to provide the Pentagon with support services for everything from fighting oil-well fires to building military bases to serving meals. As defense secretary under George H. W. Bush, Cheney had pushed strenuously to outsource a variety of military functions to private contractors—part of a broader effort to transfer government functions of all kinds to the private sector.

Lawrence Wilkerson, top aide and later chief of staff to Secretary of State Colin Powell: Cheney brings this accumulation of power and ability to influence the bureaucracy to a fine art. He surpasses Kissinger even. This is all the more ironic because Cheney was the antithesis of this when he was chief of staff of the White House under Gerald Ford and when he was secretary of defense. He was very deferential. He was not trying to insinuate himself.

But he turns everything on its head and he becomes the power. And he does it through his network. This is a guy who’s an absolute genius at bureaucracy and an absolute genius at not displaying his genius at bureaucracy. He’s always quiet.

February 14, 2002 The Bush administration proposes a Clear Skies Initiative, which relaxes air-quality and emissions standards. This is followed by a Healthy Forests Initiative, which opens up national forests to increased logging. Climate change becomes a forbidden subject.

Rick Piltz, senior associate, U.S. Climate Change Science Program: At the beginning of the Bush administration, Ari Patrinos, a very senior science official who had run the Department of Energy’s climate-change research program for many years, and a half-dozen high-ranking federal science officials were brought together and told to explain the science and help develop policy options for a proactive climate-change policy for the administration. They moved into an office downtown, and they worked very hard and were briefing at the Cabinet level, in the White House. Cheney was there, Colin Powell was there, Commerce Secretary [Don] Evans was there. They were making the case on climate change.

And one day they were told: Take it down, pack it up, go back to your offices—we don’t need you anymore.

Paul Pillar, national intelligence officer for the Near East and South Asia at the C.I.A.: The makers of the [Iraq] war had no appetite for and did not request any such assessments [about the aftermath of war]. Anybody who wanted an intelligence-community assessment on any of this stuff would’ve come through me, and I got no requests at all.

As to why this was the case, I would give two general answers. Number one was just extreme hubris and self-confidence. If you truly believe in the power of free economics and free politics, and their attractiveness to all populations of the world, and their ability to sweep away all manner of ills, then you tend not to worry about these things so much.

The other major reason is that, given the difficulty of mustering public support for something as extreme as an offensive war, any serious discussion inside the government about the messy consequences, the things that could go wrong, would complicate even further the job of selling the war.

September 15, 2002 In an interview with The Wall Street Journal, the assistant to the president for economic policy, Lawrence Lindsey, estimates the cost of a war with Iraq to be in the neighborhood of $100 billion to $200 billion. Mitch Daniels, the director of the Office of Management and Budget, quickly revises the figure downward to $50 billion to $60 billion, and Defense Secretary Rumsfeld calls Lindsey’s estimate “baloney.” Lindsey is fired in December. Treasury Secretary Paul O’Neill is dismissed the same day. Years later, an analysis by Nobel-laureate economist Joseph E. Stiglitz and Harvard professor Linda J. Bilmes will estimate the cost of the Iraq war to be $3 trillion.

Ari Fleischer, Bush’s first White House press secretary: What happened was the president made the point to the staff that, if America ever goes to war, we go to war because it’s the right thing to do regardless of the cost. That is a moral issue, and so we should not be talking to anybody about how much it may or may not cost; the whole issue is, do you or don’t you go? And if you go, you pay whatever the cost is to win. The day the president dismissed Larry and Secretary O’Neill, I remember he said to me that he noticed that morning that everybody in the Situation Room was sitting up a bit straighter.

David Kuo: Every time you had a conversation with him, he would make it clear the subject was important. Bush would say, I care about this. Let’s get this done. But it was like a ship whose wheel is not attached to the rudder.

Jay Garner, retired army general and first overseer of the U.S. administration and reconstruction of Iraq: When I went to see Rumsfeld at the end of January, I said, O.K., I’ll do this for the next few months for you. I said, you know, Let me tell you something, Mr. Secretary. George Marshall started in 1942 working on a 1945 problem. You’re starting in February working on what’s probably a March or April problem. And he said, I know, but we have to do the best with the time that we have. So that kind of frames everything.

Kenneth Adelman, a member of Donald Rumsfeld’s advisory Defense Policy Board: So he says, It might be best if you got off the Defense Policy Board. You’re very negative. I said, I am negative, Don. You’re absolutely right. I’m not negative about our friendship. But I think your decisions have been abysmal when it really counted.

Start out with, you know, when you stood up there and said things—“Stuff happens.” I said, That’s your entry in Bartlett’s. The only thing people will remember about you is “Stuff happens.” I mean, how could you say that? “This is what free people do.” This is not what free people do. This is what barbarians do. And I said, Do you realize what the looting did to us? It legitimized the idea that liberation comes with chaos rather than with freedom and a better life. And it demystified the potency of American forces. Plus, destroying, what, 30 percent of the infrastructure.

I said, You have 140,000 troops there, and they didn’t do jack shit. I said, There was no order to stop the looting. And he says, There was an order. I said, Well, did you give the order? He says, I didn’t give the order, but someone around here gave the order. I said, Who gave the order?
So he takes out his yellow pad of paper and he writes down—he says, I’m going to tell you. I’ll get back to you and tell you. And I said, I’d like to know who gave the order, and write down the second question on your yellow pad there. Tell me why 140,000 U.S. troops in Iraq disobeyed the order. Write that down, too.

And so that was not a successful conversation.

Matthew Dowd, Bush’s pollster and chief strategist for the 2004 presidential campaign: When Abu Ghraib happened, I was like, We’ve got to fire Rumsfeld. Like if we’re the “accountability president,” we haven’t really done this. We don’t veto any bills. We don’t fire anybody. I was like, Well, this is a disaster, and we’re going to hold some National Guard colonel responsible? This guy’s got to get fired.

For an M.B.A. president, he got the M.B.A. 101 stuff down, which is, you know, you don’t have to do everything. Let other people do it. But M.B.A. 201 is: Hold people accountable.

Alberto Mora, navy general counsel: I will tell you this: I will tell you that General Anthony Taguba, who investigated Abu Ghraib, feels now that the proximate cause of Abu Ghraib were the O.L.C. memoranda that authorized abusive treatment. And I will also tell you that there are general-rank officers who’ve had senior responsibility within the Joint Staff or counterterrorism operations who believe that the number-one and number-two leading causes of U.S. combat deaths in Iraq have been, number one, Abu Ghraib, number two, Guantánamo, because of the effectiveness of these symbols in helping recruit jihadists into the field and combat against American soldiers.

Lawrence Wilkerson: John [Bellinger] and I had to work on the 9/11-commission testimony of Condi. Condi was not gonna do it, not gonna do it, not gonna do it, and then all of a sudden she realized she better do it. That was an appalling enterprise. We would cherry-pick things to make it look like the president had been actually concerned about al-Qaeda. We cherry-picked things to make it look as if the vice president and others, Secretary Rumsfeld and all, had been.

They didn’t give a shit about al-Qaeda. They had priorities. The priorities were lower taxes, ballistic missiles, and the defense thereof.

David Kuo, deputy director of the White House Office of Faith-Based and Community Initiatives: After the 2004 election they cut the White House faith-based staff by 30 percent, 40 percent, because it became clear that it had served its purpose.

There’s this idea that the Bush White House was dominated by religious conservatives and catered to the needs of religious conservatives. But what people miss is that religious conservatives and the Republican Party have always had a very uneasy relationship. The reality in the White House is—if you look at the most senior staff—you’re seeing people who aren’t personally religious and have no particular affection for people who are religious-right leaders. Now, at the end of the day, that’s easy to understand, because most of the people who are religious-right leaders are not easy to like. It’s that old Gandhi thing, right? I might actually be a Christian myself, except for the action of Christians.

June 7, 2005 Documents emerge indicating that the decision to withdraw from the Kyoto Protocol on climate change, in 2001, was influenced by the Global Climate Coalition, an industry group with ties to Exxon. One State Department letter to the coalition states: “Potus [president of the United States] rejected Kyoto in part based on input from you.” Several days later, Philip Cooney, a former American Petroleum Institute lobbyist and the chief of staff of the president’s Council on Environmental Quality, resigns after it is revealed that he had edited government reports to downplay the threat of climate change. Cooney takes a job at Exxon.

Rick Piltz, senior associate, U.S. Climate Change Science Program: In the fall of 2002, I was doing something I’d been doing for years, which was developing and editing the [Climate Change Science Program’s] annual report to Congress. And it had been drafted with input from dozens of federal scientists and reviewed and vetted and revised and vetted some more.

And then it had to go for a White House clearance. It came back to us over the fax machine with Phil Cooney’s hand markup on it. I flipped through it and saw right away what he was doing. You don’t need to do a huge amount of re-writing to make something say something different; you just need to change a word, change a phrase, cross out a sentence, add some adjectives. And what he was doing was, he was passing a screen over the report to introduce uncertainty language into statements about global warming. The political motivation of it was obvious.

August 29, 2005 Hurricane Katrina, one of the most powerful hurricanes ever recorded, strikes the Gulf Coast. The storm surge breaches the levees in New Orleans; the city is flooded and eventually evacuated amid a complete breakdown of civil order. Bush flies over the city on his way back from a fund-raiser out West. Days later, visiting the destruction as relief efforts falter, the president praises thefema director, Michael Brown: “Brownie, you’re doing a heckuva job.”

Matthew Dowd, Bush’s pollster and chief strategist for the 2004 presidential campaign: Katrina to me was the tipping point. The president broke his bond with the public. Once that bond was broken, he no longer had the capacity to talk to the American public. State of the Union addresses? It didn’t matter. Legislative initiatives? It didn’t matter. P.R.? It didn’t matter. Travel? It didn’t matter. I knew when Katrina—I was like, man, you know, this is it, man. We’re done.

Dan Bartlett, White House communications director and later counselor to the president: Politically, it [Katrina] was the final nail in the coffin.