The New Zealand government, following the Canterbury earthquakes 2010-2011, adopted new ways to rebuild the city. Given an opportunity to find solutions to pre-existing issues in the city, the government was keen to rebuild faster and better. The blueprint that was finalised mid-2012, had 17 anchor projects to lead its rebuilding efforts along with governance and legislative changes to facilitate rebuilding. Drawing on past literature using the case study of Canterbury earthquakes 2010-2011, this paper first reviews the rebuilding process in Christchurch. 14 face to face interviews were held with those involved in and subjected to these governance and structural changes. The study suggests the complex post-disaster environment limit the effectiveness of the imposed changes. Rebuilding efforts were hindered by the absence of a proper legislative framework, the ambiguity in defining roles and responsibilities of recovery agents, the time-pressure to rebuild resulting in hasty planning, limited public involvement in rebuilding and the lack of strategic relevance to ensure the outcomes are accepted by the public and fit with the city’s image in the long run. It is recommended that future research focuses on implications of post-disaster rebuilding practices on the wider community, businesses, and the government.