Mary has hit the nail on the head here. Your situation is not uncommon in 
that a responsibility assumed to be yours is affected by decisions outside 
of your control and, likely, influence. 

Advice from the trenches (which can be long, deep and treacherous).

Don't wait for that to change. The RMS should not drive, but serve, your 
program, so what can be done and what cannot is not a factor of that 
RMS, but of your governance model, supported by appropriate policies 
and procedures. Design a governance model as if you did have the 
appropriate purview over all corporate records.  The policy questions fit 
within the governance model.

Flag, through whatever means works in your context, the distinction 
between that  which the RIM program governs and that which it does not. 
You are drawing an accountability line that may prove extremely useful at 
a later date, so long as you do not keep this document to yourself. 

Be aware that the economy has implications on business (who knew?) and 
these include your hosted service going bust, being merged, etc. Your 
data is their asset in the eyes of creditors, depending on how this may be 
addressed jurisdictionally. As for jurisdictions, global companies have a 
way of running US-based servers that are non-compliant with legislation in 
their operating environments. If this applies in your case, is data mapped 
with this in mind? Are the implications of this non-compliance relative to 
litigation in operating environments known?

You're on the right track in working toward policy. From my experience, it 
is important to dig deeper than might be expected to ensure that it is not 
assumed that the policy addresses more than it can.  Operationalizing 
policy may require greater reach for your RIM accountabilities than is in 
place, given the situation you describe. Taking it to a higher level, devising 
your preferred governance model, helps in recognizing effects of 
seemingly unrelated policies and aligning practice with desired outcomes.

My thoughts.

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