This law section establishes the Fish and Game Commission as part of the Resources Agency, based on the authority given by the state Constitution.

This section explains that as California's population has grown and scientific understanding of wildlife management has expanded, the role of the California Fish and Game Commission has become more complex. The law suggests specific qualities and experiences to consider when appointing new commission members. These include the candidate's ability to enhance diversity, knowledge and experience in wildlife management, background in public policy and decision-making, commitment to attending meetings, and understanding of natural resource science.

This law outlines how the commission selects its leadership each year. The commissioners need a majority (at least three votes) to elect a president and a vice president annually. The same majority of commissioners can remove either leader at any time. If a vacancy happens, it's filled at the next meeting and the new leader completes the term. Importantly, no policies can make the leaders chosen by how long they've served, or block someone from becoming a leader for other specific reasons.

Commissioners are paid $100 for each day they work on their official duties, up to a maximum of $500 per month. They are also reimbursed for any necessary expenses while performing their duties.

This payment and reimbursement come from the Fish and Game Preservation Fund.

This law allows the commission to hire staff, including an executive director, to help with its work. However, neither the commission nor the staff is allowed to have control over the administration of the department.

This law requires a committee to be formed from the commission's members to focus on marine resources. This committee has to report their activities and suggest actions on marine resource issues to the main commission. If possible, they should attend relevant department meetings, especially when important marine resource management documents are being worked on.

This law requires the commission to create a wildlife resources committee made up of at least one commission member. The committee's role is to keep the commission informed about its work and suggest actions regarding nonmarine resource issues. It should also participate in department meetings where significant wildlife management plans are discussed, if possible.

This section mandates that a tribal committee, made up of at least one commission member, be formed to manage tribal-related issues. The committee must regularly report its activities and make recommendations on all tribal matters considered by the commission. If possible, the committee or a representative should attend important meetings where significant tribal management documents are discussed.

This law requires that commissioners follow a code of conduct with several key principles. First, they must fulfill their duties and responsibilities faithfully and fairly. They are to work in the public's best interest, being fair, open, and unbiased, without misusing their power.

The law also emphasizes the importance of public trust and the role of the commission in wildlife and natural resource programs, urging commissioners to act in ways that enhance public confidence. Furthermore, commissioners must not engage in actions that tarnish the state's laws or policies. Lastly, they are prohibited from using their position to influence decisions if they have a financial interest in the matter.

This law required that by July 1, 2013, the commission establish rules for how it conducts its business operations and activities. The goal was to set standards for the commission's processes.

This section outlines that the commission must hold at least eight meetings annually, provided there is enough funding for travel. They can also hold additional meetings to gather input. The dates and locations of these meetings need to be announced by January 1 or 60 days before the first meeting. Meetings should be public and take place across the state, ideally in state facilities. When planning, the commission should consider the department's recommendations, hunting and fishing seasons, and other regulatory schedules. Public notices of meetings should be widely disseminated and comply with the Administrative Procedure Act.