Due to understaffing and inadequate structures and finances probation agencies, asked to perform too many functions, often do not implement the community service option clearly and consistently. In addition, the bureaucratic nature of probation departments, in part owing to their official nature, augurs against advocacy for clients. To integrate a community service program within a probation agency, such a program should be legitimized by official recognition of its viability, and run by an autonomous unit within the probation agency. Such a unit should have final responsibility in setting the limits and time parameters of the community service obligation. Autonomy is needed in order to implement and run community service programs within correctional agencies as well. The Montgomery County Department of Corrections' experience in this regard illustrates this point and offers both the insights solutions of implementation problems. The Alternative Community Services Program provides a voluntary alternative for selected offenders. Giving the program the agency status has ensured its accountability and visibility, and the establishment of an advisory board comprised of lay citizens has ensured the necessary community-wide acceptance. The program autonomy is enhanced by its location in a public library. This also removes any punitive distinction that may accrue from locating the program in either a detention or pre-release facility, and is more conducive to privacy and one-to-one interviewing. A description of the prosecutor's role and staffing patterns in the Montgomery County program, and eight references are included.