This report describes statistical indicators developed by the Council of the Great City Schools and its member districts to measure big-city school performance on a range of operational functions in business, finance, human resources and technology. The report also presents data city-by-city on those indicators. This is the second time that indicators have been developed, data collected and analyzed, but the first time trend data on existing indicators have been generated on the business operations from the nation's largest urban school districts. In addition, this is the first time that indicators have been developed and data collected and analyzed on the financial and technology operations of these districts. Data have also been collected and analyzed on a sample of indicators for human resource operations. A more comprehensive set of indicators has been prepared to collect and analyze data that will be included in future reports. The overall purpose of this project is to help the nation's urban public schools measure their performance; improve their business, finance, personnel and technology operations; and strengthen their practices. The project's methodology entailed using teams of school-district experts in a range of operational functions in business, finance, technology and human resources to develop the indicators. Preliminary data were collected from major city school systems; the results were fine-tuned using Six Sigma quality-assurance procedures to ensure uniformity and rigor; additional data were collected using the fine-tuned measures; and the final data were analyzed and presented for publication. Each of the indicators in this report includes information about why the measure is important; factors that influence performance; how the indicator is defined and calculated; what the range of responses were across the city school districts; and how the indicators' values are affected by other school district practices. The Council expects that school boards and superintendents in the major cities will be able to use these indicators and the data gather on them to assess their own business, finance, human resources and technology operations; to measure progress on reforms in these areas; and to demonstrate greater transparency to the public. In addition, they will be able to use the highest performing districts to identify best practices based on districts showing particularly positive results. [For the Spring 2008 edition of this report, see ED502289.]