The New York Times’s media reporter Richard Perez-Pena plows into the minefield to look at his own company’s prospects for survival. Don’t envy him this task. I’ll bet you every editor in the building looked at that piece when it was in the can and had some quibble. This was probably the most edited story in the paper today.

There’s some valuable information in it, and it contains some hits on corporate that most places wouldn’t have run about themselves, but ultimately the piece is too sanguine about the prospects for the Times. Much as I want to believe it will fend off these markets, it doesn’t look good right now.

First, the problems with this report. The headline reads like a corporate press release: “Resilient Strategy for Times Despite Toll of a Recession.” I looked up “resilient” in the dictionary. See what you think:

1. Marked by the ability to recover readily, as from misfortune.
2. Capable of returning to an original shape or position, as after having been compressed.

I don’t think so.

The company lost one in seven ad dollars just last year. It has lost one in five since the end of 2006. Anybody want to venture a guess on what 2009’s decline will be? Let’s be generous and say it’s only 10 percent (2008 ads were down 14.2 percent). That would leave NYT Co. print ad revenues at about 72 percent of what they were in 2006 (A note: NYT Group ads were down 12 percent last year, while the Boston Globe’s group was down 18 percent).

Don’t look to the Internet to make up any of that loss: Ads are declining there, too, though only slightly, unlike the print freefall.

Keeping the paper afloat will mean increasing circulation revenues or cutting costs deeply. (I pay some $400 a year for my print subscription, and I’d pay more if it called for it. Of course, I’d rather the NYT force the freeloaders on the Internet to cough up $10 a month.)

Now, Perez-Pena is absolutely correct to say the Times Company recently has been preparing as best as it could (after years of errors, which he gets to later) for a bad couple of years. It—finally—slashed its dividend, It’s doing a sale-leaseback of its share of its new building that will raise at least a couple of hundred million dollars. And it’s borrowed money—though at usurious rates—from Mexican billionaire Carlos Slim to cover it in case its cashflow dips into negative territory.

Perez-Pena writes that the company still operates at a profit, but its operating profit in 2008 was negative to the tune of $40.64 million. That was largely due to a one-time accounting charge in the third quarter, though, writing down the value of its New England papers. It appear the company did have positive operating cashflow last year, though I don’t think fourth quarter numbers on that metric have been released yet (through the third quarter, the number was $144.2 million).

I’m not sure what this paragraph is trying to say:

But the company has also made a long chain of decisions that depleted its cash. Analysts who follow the company for the capital markets say that some of those moves look right even in hindsight, and others seemed right at the time.

What does that mean? The moves blew a bunch of cash out the window. It doesn’t matter if they still seem right; they obviously weren’t.

But Perez-Pena comes through with some very good points on how the Times got itself into such a pickle:

The company’s clearest and biggest mistake, analysts say, was spending $2.7 billion to buy back its own stock from 1998 to 2004, despite historic high prices. That figure is more than three times the company’s current market capitalization, it outweighs the prices of all the other second-guessed moves combined, and it would be more than enough to ensure the company’s security for years to come.

Ryan Chittum is a former Wall Street Journal reporter, and deputy editor of The Audit, CJR's business section. If you see notable business journalism, give him a heads-up at rc2538@columbia.edu.