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Building New Capabilities: The CIA
The after-action review had treated the CIA as the lead agency for any offen-
sive against al Qaeda, and the principals, at their March 10 meeting, had
endorsed strengthening the CIA's capability for that role. To the CTC, that
meant proceeding with "the Plan," which it had put forward half a year
earlier--hiring and training more case officers and building up the capabilities
of foreign security services that provided intelligence via liaison. On occasion,
as in Jordan in December 1999, these liaison services took direct action against
al Qaeda cells.
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In the CTC and higher up, the CIA's managers believed that they desper-
ately needed funds just to continue their current counterterrorism effort, for
they reckoned that the millennium alert had already used up all of the Cen-
ter's funds for the current fiscal year; the Bin Ladin unit had spent 140 percent
of its allocation.Tenet told us he met with Berger to discuss funding for coun-
terterrorism just two days after the principals' meeting.
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While Clarke strongly favored giving the CIA more money for counter-
terrorism, he differed sharply with the CIA's managers about where it should
come from.They insisted that the CIA had been shortchanged ever since the
end of the Cold War. Their ability to perform any mission, counterterrorism
included, they argued, depended on preserving what they had, restoring what
they had lost since the beginning of the 1990s, and building from there--with
across-the-board recruitment and training of new case officers, and the
reopening of closed stations.To finance the counterterrorism effort,Tenet had
gone to congressional leaders after the 1998 embassy bombings and persuaded
them to give the CIA a special supplemental appropriation. Now, in the after-
math of the millennium alert,Tenet wanted a boost in overall funds for the CIA
and another supplemental appropriation specifically for counterterrorism.
74
To Clarke, this seemed evidence that the CIA's leadership did not give suffi-
cient priority to the battle against Bin Ladin and al Qaeda. He told us that James
Pavitt, the head of the CIA's Directorate of Operations, "said if there's going
to be money spent on going after Bin Ladin, it should be given to him. . . . My
view was that he had had a lot of money to do it and a long time to do it, and I
didn't want to put more good money after bad."
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The CIA had a very different
attitude: Pavitt told us that while the CIA's Bin Ladin unit did "extraordinary and
commendable work," his chief of station in London "was just as much part of
the al Qaeda struggle as an officer sitting in [the Bin Ladin unit]."
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The dispute had large managerial implications, for Clarke had found allies
in the Office of Management and Budget (OMB).They had supplied him with
the figures he used to argue that CIA spending on counterterrorism from its
baseline budget had shown almost no increase.
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Berger met twice with Tenet in April to try to resolve the dispute. The
Deputies Committee met later in the month to review fiscal year 2000 and
2001 budget priorities and offsets for the CIA and other agencies. In the end,
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THE 9/11 COMMISSION REPORT
Final 5-7.5pp 7/17/04 11:46 AM Page 184