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Following the 2010–2011 earthquakes in Christchurch, New Zealand, many nonprofit organizations changed or expanded services to address emergent or compounded risks. This research is based on interviews with thirty local community nonprofit managers and discussions with five staff focus groups conducted in 2014. Preexisting nonprofits with flexible organizational structures and emergent nonprofits succeeded in providing services during the emergency response and early recovery phases; nonprofits contracted with the government were better suited for long-term recovery. Shared resources among nonprofit agency connections contributed to successful transitions from response to recovery. Similar organizational resilience factors might occur in other major cities following disasters. [ABSTRACT FROM PUBLISHER]