Yes. I served thirteen years on the city board of zoning. But anyway,
these things as a result of what I had done in these interracial
matters, they considered me a natural for the mayor's
committee, for the early
Page 31 sixties. And I was still
on that committee when we opened the public accommodations with Watts
Hill's assistance. He
[unclear]
came in and was appointed a member, too. I believe Watts Carr ran for
mayor, and I don't recall whether was appointed and won, or
not. I think that's the way it was. And Watts Carr
was—I don't recall whether he had been appointed
to the commission, and was on it, or whether
[unclear] appointed him. But anyway, the question came up as
to whether or not he was going to stay on the committee, on the
commission. And I told him one of the best ways, if he really wanted to
make a contribution to the community and its pulling together, is not
let your disappointment in losing your race prevent you from continuing
to serve. That was a thing that changed his attitude and caused him to
stay. I said, in so many words, between the lines, that not to do it
would show that you are a little man; to do it would show your bigness.
And that resulted in his continuing on. And then when Watts Hill came
in, I remember we had the meeting and we were talking about it. And we
saw what had happened in Alabama. I said now, "Durham likes to
call itself ‘the friendly city’. Do we want to put
a premium on violence? Or do we want to be smart and provide leadership?
If we keep on letting violence force us to do things, we're
putting a premium on it. Because people get to thinking that the only
way you're going to make any progress, or bring about change,
is through violence. But if we want to be smart, we'll take
the leadership and bring about change without this having to
happen." And we all bought it. Watts Hill, you know, once he
decides to do anything, he rolls up his sleeves and goes at it. And, you
see, he owned the hotel, he and his family. So he rolled up his sleeves.
And he curses a lot, you know. He said, "Goddammit, we
can't let these things happen here that happened in these
other cities. We've got to straighten this thing
out." And so we went to work on it. And within a matter of
weeks, we
Page 32 had all the public accommodations open
except the theatre. It was the last stronghold we had to break through.
And we broke that through. So we prevented things happening here. And I
don't remember if it was before that or after that that I was
appointed to the city board of adjustment. I told you about John Barry,
and my nominating him to be chairman of the board of adjustment. But I
don't claim credit for the things that happened. But
it's like Abram Harriman said, "It's not
given to any man to complete the things; but it's given to
every man to make a contribution." And this was a contribution
that I was in a position to make. Both as being one of the major
officers of North Carolina Mutual and the calibre of people I was able
to bring into the community. And meeting together, and finding that they
could come and we could sit down and talk together or eat together, and
that the heavens wouldn't fall. You know, if it's
something new, and you don't know what's going to
happen. I remember when the Woolworth's store decided to open
its counter, they had all kinds of dire predictions that it would put
them out of business. And that first week, when they opened them, and
blacks went in there and started eating, they were really nervous. And I
think they were sincere. I mean, I think they were afraid that they
would lose their white customers. But they didn't. Some may
have stayed away, but gradually they came back, and nobody's
thought anything about it since. So sometimes all it requires is the
courage of leadership to bring about change. And that was my great
disappointment in my first effort that I made in going to the
leaders.