and conversations and lots of bargaining. The culture clash made my team’s job harder. They came up with a variety of strategies to break the impasse, and some progress was made after the delegations broke up into different groups to work on specific issues, but neither side had permission to go beyond a certain point. On the sixth day, Shlomo Ben-Ami and Gilead Sher, with Barak’s blessing, went well beyond previously stated Israeli positions in the hope of getting some movement from Saeb Erekat and Mohammed Dahlan, younger members of Arafat’s team who we all believed wanted a deal. When the Palestinians didn’t offer Barak anything in return for his moves on Jerusalem and territory, I went to see Arafat, taking Helal with me to interpret and Malley to take notes. It was a tough meeting, and it ended with my telling Arafat that I would end the talks and say he had refused to negotiate unless he gave me something to take back to Barak, who was off the wall because Ben-Ami and Sher had gone as far as they had and gotten nothing in return. After a while Arafat gave me a letter that seemed to say that if he was satisfied with the Jerusalem question, I could make the final call on how much land the Israelis kept for settlements and what constituted a fair land swap. I took the letter to Barak and spent a lot of time talking to him, often alone or with the NSC notetaker for Israel, Bruce Reidel. Eventually Barak agreed that Arafat’s letter might mean something.

On the seventh day, July 17, we almost lost Barak. He was eating and working when he choked on a peanut and stopped breathing for about forty seconds, until Gid Gernstein, the youngest member of his delegation, administered the Heimlich maneuver. Barak was a tough customer; when he got his breath back, he went back to work as if nothing had happened. For the rest of us, nothing was happening. Barak had kept his entire delegation working with him all day long and into the night. In any process like this, there are always periods of downtime, when some people are working and others aren’t. You have to do something to break the tension. I spent several hours of my downtime playing cards with Joe Lockhart, John Podesta, and Doug Band. Doug had worked at the White House for five years while putting himself through graduate and law school at night, and in the spring had become my last presidential aide. He had an interest in the Middle East and was very helpful to me. Chelsea played cards, too. She made the highest Oh Hell! score in the entire two weeks at Camp David. It was after midnight when Barak finally came to me with proposals. They were less than what Ben-Ami and Sher had already presented to the Palestinians. Ehud wanted me to present them to Arafat as U.S. proposals. I understood his frustration with Arafat, but I couldn’t do that; it would have been a disaster, and I told him so. We talked until two- thirty. At three-fifteen he came back, and we talked another hour alone on the back porch of my cabin. Essentially he gave me the go-ahead to see if I could work out a deal on Jerusalem and the West Bank that he could live with and that was consistent with what Ben-Ami and Sher had discussed with their counterparts. That was worth staying up for. On the morning of the eighth day, I was feeling both anxious and hopeful, anxious because I had been scheduled to leave for the G-8 summit in Okinawa, which I had to attend for a variety of reasons, and hopeful because Barak’s sense of timing and his enormous courage had kicked in. I delayed my departure for Okinawa by a day and met with Arafat. I told him that I thought he could get 91 percent of the West Bank, plus at least a symbolic swap of land near Gaza and the West Bank; a capital in East Jerusalem; sovereignty over the Muslim and Christian quarters of the Old City and the outer neighborhoods of East Jerusalem; planning, zoning, and law- enforcement authority over the rest of the eastern part of the city; and custodianship but not sovereignty over the Temple Mount, which was known as Haram al-Sharif to the Arabs. Arafat balked at not having sovereignty over all of East Jerusalem, including the Temple Mount. He turned the offer down. I asked him to think about it. While he fretted and Barak fumed, I called Arab leaders for support. Most wouldn’t say much, for fear of undercutting Arafat.

On the ninth day, I gave Arafat my best shot again. Again he said no. Israel had gone much further than he had, and he wouldn’t even embrace their moves as the basis for future negotiations. Again I called several Arab leaders for help. King Abdullah and President Ben Ali of Tunisia tried to encourage Arafat. They told me he was afraid to make compromises. It looked as if the talks were dead, and on disastrous terms. Both sides clearly wanted a deal, so I asked them to stay and work while I was in Okinawa. They agreed, though after I left, the Palestinians still refused to negotiate on the basis of the ideas I had advanced, saying they had already rejected them. Then the Israelis balked. That was in part my fault. Apparently I had not been as clear with Arafat as I thought I had been about what the terms of staying on should be.

I had left Madeleine and the rest of our team with a real mess. She took Arafat to her farm and Barak to the famous Civil War battlefield at nearby Gettysburg. It lightened them up, but nothing happened between them. Shlomo Ben-Ami and Amnon Shahak, himself a former general, had good talks with Mohammed Dahlan and Mohamed Rashid, but they were the most forward leaning of their respective groups; even if they agreed on everything, they probably couldn’t get their leaders on board. I returned on the thirteenth day of discussions, and we worked all night again, mostly on security issues. Then we did it again on the fourteenth day, going well past 3 a.m. before giving up when effective control over the Temple Mount and all East Jerusalem was not enough for Arafat without the word “sovereignty.” In a last-ditch effort I offered to try to sell Barak on full sovereignty for East Jerusalem’s outer neighborhoods, limited sovereignty over the inner ones, and “custodial” sovereignty over the Haram. Again Arafat said no. I shut down the talks. It was frustrating and profoundly sad. There was little difference between the two sides on how the affairs of Jerusalem would actually be handled; it was all about who got to claim sovereignty.

I issued a statement saying I had concluded that the parties could not reach agreement at this time given the historical, religious, political, and emotional dimensions of the conflict. To give Barak some cover back home and indicate what had occurred, I said that while Arafat had made clear that he wanted to stay on the path of peace, Barak had shown “particular courage, vision, and an understanding of the historical importance of this moment.”

I said that the two delegations had shown each other a genuine respect and understanding unique in my eight years of peacemaking around the world, and for the first time had openly discussed the most sensitive matters in dispute. We now had a better idea of each side’s bottom line and I still believed we had a chance to reach an agreement before the year was out.

Arafat had wanted to continue the negotiations, and on more than one occasion had acknowledged that he was unlikely to get a future Israeli government or American team so committed to peace. It was hard to know why he had moved so little. Perhaps his team really hadn’t worked through the hard compromises; perhaps they wanted one session to see how much they could squeeze out of Israel before showing their hand. For whatever reasons, they had left Barak exposed in a precarious political situation. It was not for nothing that he was the most decorated soldier in the history of Israel. For all his brusque bullheadedness, he had taken great risks to win a more secure future for Israel. In my remarks to the press, I assured the people of Israel that he had done nothing to compromise their security and said they should be very proud of him.

Arafat was famous for waiting until the very last minute to make a decision, or “five minutes to midnight” as we used to say. I had only six months to go as President. I certainly hoped Arafat’s watch kept good time.

FIFTY-FIVE

While the Camp David talks were going on, positive things happened elsewhere. Charlene Barshefsky completed a sweeping trade agreement with Vietnam, and the House adopted an amendment by my longtime supporter Maxine Waters that funded a down payment on our share of the Millennium Debt Relief effort. By this time debt relief had an amazing array of supporters, led by Bono. By then Bono had become a fixture in Washington political life. He turned out to be a first-class politician, partly through the element of surprise. Larry Summers, who knew everything about economics but little about popular culture, came into the Oval Office one day and remarked that he’d just had a meeting on debt relief with “some guy named Bono—just one name—dressed in jeans, a Tshirt, and big sunglasses. He came to see me about debt relief, and he knows what he’s talking about.”

The trip to Okinawa was a big success, as the G-8 put some teeth into our commitment to have all the world’s children in primary school by 2015. I led off with a $300 million program to provide one good meal a day to nine million children, provided they came to school to get the meal. The initiative had been brought to me by our ambassador to the UN food programs in Rome, George McGovern; McGovern’s old partner in pioneering food stamps, Bob Dole; and Congressman Jim McGovern of Massachusetts. I also visited the U.S. forces in Okinawa,

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