A COMBINATION OF SOCIAL CONSCIOUSNESS, CIVIC PRIDE, AND ECONOMIC CONSIDERATIONS MOVED CHARLOTTE, N.C., IN THE SPRING AND EARLY SUMMER OF 1963 TO DESEGREGATE VOLUNTARILY ITS LEADING HOTELS AND MOTELS, 90 PERCENT OF ITS RESTAURANTS, AND ITS FIRST-CLASS MOVIE THEATERS. PREVIOUSLY THE CITY HAD DESEGREGATED ITS AUDITORIUM AND COLISEUM, LUNCH COUNTERS, ITS SCHOOLS, LIBRARIES, BUSES, BUS DRIVERS, POLICE DEPARTMENT, PARKS AND SWIMMING POOLS, THE MEDICAL ASSOCIATION, ITS COLLEGES AND HOSPITALS, AND ITS MINISTERIAL ASSOCIATION. THREE CENTRAL FACTS STAND OUT TO FORM THE PATTERN IN CHARLOTTE'S RACE RELATIONS PROGRESS. ONE IS THE ABILITY OF THE CITY'S LEADERSHIP, OR POWER STRUCTURE, TO APPRAISE RACIAL PRESSURES, TO MAKE DECISIONS ABOUT WHAT THE CITY MUST DO, AND TO ACT UPON THEM. THE WISE, INSIGHTFUL, AND PROMPT ACTIONS OF THE MAYOR ILLUSTRATE THIS FACT. SECOND IS THE CONSTANT PRESSURE FROM NEGRO LEADERS. THE ORIENTATION OF NEGRO LEADERSHIP IN CHARLOTTE IS TOWARD GETTING RESULTS RATHER THAN MERELY PROTESTING DESPAIR. A CAREFULLY PLANNED STRATEGY EMERGED FROM THE RESEARCH EFFORTS OF NEGRO LEADERS. THIRD IS THE EXISTENCE OF THE MAYOR'S COMMITTEE ON HUMAN RELATIONS AS AN INSTRUMENT FOR CHANNELING THE PRESSURED DECISIONS OF THE BUSINESS LEARDERSHIP INTO ACCEPTABLE ACTION.