The Abahuzamugambi cooperative is one of the most successful coffee cooperatives in Rwanda. Formally constituted in May of 1999, the cooperative now claims over 1500 members, each of whom cultivates at least 200 coffee trees of the bourbon variety. The cooperative has been instrumental in increasing the quality of life of hundreds of families in Maraba district.
Since its inception, the cooperative has been managed with a highly transparent and democratic organizational structure. Every three years, the members elect a 21-member administrative council which manages the general operations of the cooperative. A full-time general manager is selected by the administrative council to handle the day-to-day affairs of the cooperative and the washing station. Major decisions are referred to the members for a vote.
In July of 2001, Abahuzamugambi constructed a washing station in Cyarumbo sector, Maraba district. The station uses gravity to accelerate the washing process and is capable of producing 100 tons of fully-washed parchment coffee per season. The station’s production process is focused on quality control, using float tanks, fermentation tanks, and raised drying tables to sort and wash its coffee. The construction of the station was financed and directed by Abahuzamugambi’s major partners (Project PEARL, USAID, NUR, ISAR, ACDI/VOCA, and OCIR Café).
The construction of the Cyarumbo station allowed Abahuzamugambi to export its first container of green coffee following the 2002 season. The cooperative produced 32.5 tons of green coffee that year, of which 30.1 were exported to England and the United States. Production increased sharply for 2003: 53 tons of green coffee were produced, of which 37 tons were exported.
An increase in demand for Maraba coffee and a rapid increase in Abahuzamugambi’s membership necessitated an increase in processing capacity following the 2002 season. During 2003, Abahuzamugambi constructed a second washing station in Cyrambu sector, Maraba province. In addition to increasing production capacity, the station brought the washing process closer to growers, thereby increasing the freshness of coffee cherries processed by the washing stations. The new washing station and a sharp increase in members (from 450 in 2002 to 1500 in 2003) allowed Abahuzamugambi to produce 100 tons of green coffee in 2004, of which 52 tons were exported.
In addition to increasing production during 2003, Abahuzamugambi also improved the quality of its final product by instituting a new traceability system. The cooperative had recognized during 2002 that the cherries it purchased came from a range of climatic conditions. Subtle differences in soil composition, rainfall, and altitude created noticeable differences in the flavor of coffee beans, adversely affecting the consistency and quality of Maraba coffee. To address this issue, Abahuzamagambi’s management divided its members into several geographic regions based on climate and soil conditions. Each lot of cherries purchased is now traced to a specific climactic region, thereby allowing the cooperative to effectively blend its parchment coffee to increase consistency and overall quality. The effects of increased traceability on quality were readily apparent: In 2002, Maraba coffee rated on average an 80 on the international cupping scale. In 2003, this number climbed to 93, making Maraba coffee one of the highest-rated coffees in Rwanda.
In order to increase quality and improve its position on the supply chain, Abahuzamugambi also began construction of a dry processing station near its headquarters in Maraba district. This station will have enough capacity to de-parch all of Abahuzamugambi’s coffee, as well as the coffee of several other cooperatives in the area. The new facility will also house a cupping lab, warehouse, and offices. The ability to produce exportable green coffee from parchment coffee will add significant income to the cooperative beginning with the 2005 season.
Finally, by far the most important achievement of the cooperative—and the one most celebrated by its management—was the improvement of the socioeconomic status of its members. Families who are members of Abahuzamugambi saw their incomes increase significantly during 2001-2004, allowing them to increase their quality of life and invest in their families and communities. In 2002, 60 children of families in Abahuzamugambi were able to pay their school fees. By 2003, however, 155 members could afford to send their children to school. Similarly, in 2002 just 25% of Abahuzamugambi’s members purchased health insurance; in 2003, 76% were able to do so. By increasing the income to its members and the overall number of members, Abahuzamugambi cooperative has improved the living conditions of hundreds of families in Butare provence.
Abahuzamugambi’s business model strongly values economic and environmental sustainability. The cooperative is a Free Trade Certified (FLO) producer, and is currently applying to become an FLO Registered Exporter. Currently, each harvest is financed through Rwandan commercial banks; lower interest alternatives (via nonprofits) are being explored with the help of Project PEARL.
The Abahuzamugambi cooperative and the Maraba coffee it produces have become symbols of Rwanda’s potential as a country. The cooperative has shown Rwandans—and the world—that Rwanda is capable of regaining its prosperity and providing peace and stability for all of its citizens.
