You mean well but you may misunderstand the role of governors, at least in the area where your experience makes you sensitive. Many governors exhaust themselves trying to check up on the work people in the school are paid to do. I say "trying" because most of us have jobs and homes to run, and could not hope to match the vigilance day-by-day of people working full-time on accounts, teaching ractions or trying to administer fair discipline policies.
This is not the level at which we should intervene, and those of us who happen to be accountants or lawyers, carpenters or cooks, have to bite our tongues to avoid getting drawn into operational-level arguments.
Now and then, any personal expertise we may have will be gold dust, but mostly we operate corporately, and need to grasp the meaning of the word "strategic" as it applies to our guidance, intervention and accountability. We don't check the lifebelts, so to speak, we just make sure there is a system for checking them effectively, and that we have ways of monitoring the systems. The same principles apply to the budget. We are, of course, expected to be watchful for any impropriety in the handling of accounts, but otherwise our job is to ensure that funds are broadly allocated in the best way to support children's learning, that these broad allocations are respected - with reasonable flexibility - by the staff, and that the presentation of financial matters is understandable, honest and transparent.