What you're describing is our GBA framework. We talk about who is formally engaged in GBA in the 30 departments; we've engaged them to integrate those six elements department-wide.
I think we've tried not to make it too cumbersome. The idea is that you develop some expertise within your department, that you know who is responsible for it, that you have someone who is making sure that it's happening, that you've done some level of training with your staff. The pilot initiative is really not meant to be something separate or cumbersome; in fact, it's meant to make you aware of applying GBA to an existing policy or program to see how it has changed. Those are really the elements for success.
Certainly if you look internationally at where gender is incorporated in government structures, those are the key things you need to ensure long-term success. Importantly, the key thing that you need in place is to make sure that GBA isn't one person's responsibility and if that person leaves the department there's no GBA capacity. What we have tried to do is give the elements of a structure such as you described that will make GBA sustainable for a department—not necessarily for an individual, but for a large department.