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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