The Martha’s Vineyard Hospital board of trustees has called a meeting for this weekend to review the recent firing of president and chief executive officer Joe Woodin, board chairman Timothy Sweet said Thursday.

“We are carrying on the business of the hospital and the board is coming together to review and reflect on the events of recent weeks,” Mr. Sweet told the Gazette. The meeting will be closed to press and the public. “It’s a typical board meeting,” Mr. Sweet said.

Mr. Woodin was abruptly ousted on June 5 after 13 months on the job, sparking a backlash in the Vineyard community that continues to linger.

Mr. Sweet also said board members would be meeting with people from the community but he would not say who, when or where.

“We have reached out to some people and some people have reached out to us,” he said. “People are talking about what they think is right and wrong. The whole board was caught off guard by the community reaction. We all wish things had gone better and we all need to have an open and honest discussion about how things could have gone better,” he said. “This is a very good, thoughtful, deliberative board. Nothing is done off the cuff — everything is thought out as well as possible.”

He said no public meeting is planned to air community concerns.

“I think people would like to sit down face to face and have some assurance things are okay and that the board is being respectful. But we are trying to do it on a one-on-one basis because the questions become very personal and they often change based on who’s asking the question,” the longtime board chairman said.

A citizens group has recently formed to oppose Mr. Woodin’s termination, headed by Alan Brigish of West Tisbury. Arnie Reisman, a Vineyard Haven resident who has joined the group, told the Gazette Thursday that group members are looking for answers from the board. “We do not want to accept silence from the board . . . they need to know that a lot more needs to be said before we accept this termination,” he said.

Mr. Sweet had no more to report on the search for a new head of the hospital. Former president and CEO Timothy Walsh has returned on an interim basis.

But Mr. Sweet did say that a number of planning initiatives launched by Mr. Woodin now will be revisited, including a master facilities plan and the expected closure of Wildflower Court, the independent living unit at Windemere, the nursing home that shares the hospital campus and is owned by the hospital. The hospital is an affiliate of Partners Health Care with Massachusetts General Hospital as its parent company.

The master facilities plan was launched by Mr. Woodin soon after his arrival at the hospital in May 2016. A newsletter story posted on the hospital’s website highlighted the role of Emma Schumann, who was recruited by Mr. Woodin to join the staff as a senior project manager. She came to the hospital from Gifford, Vt., where Mr. Woodin had previously headed the Gifford Medical Center, a critical access hospital in central Vermont. In the newsletter, Ms. Schumann was credited for her skills in pulling together the master facilities planning team, cited as being on track to complete work in the fall. “People have been really excited and engaged in our meetings,” Ms. Schumann said for the story.

Ms. Schumann’s job was eliminated two days after Mr. Woodin was fired.

Mr. Sweet confirmed this week that Ms. Schumann no longer works at the hospital, but he downplayed her role in the facilities plan.

“Emma has moved on. I don’t know the circumstances of it specifically, but I know she has moved on,” he said.

He said the master facilities plan remains ongoing but subject to review.

“We are going to look at that to be sure we are taking the right course,” he said.

Similarly, he said earlier announced plans to close Wildflower Court in the fall will be reviewed.

“We want to look at that again and see if we handled it correctly,” he said. He acknowledged the deep financial problems at Windemere which has been hamstrung by a poor reimbursement rate for years. Wildflower Court has only three residents and has been losing $750,000 to $1 million a year.

Meanwhile, Mr. Sweet emphasized that he and every other board member carry the responsibility for the welfare of the hospital.

“For every decision made, I can assure you the best interest of hospital and the Island are at the heart of that decision,” he said. He continued:

“One of the things I want to get across is that this is the same board that hired Joe just a year ago. We couldn’t have been more excited about the experience and conversational style he brought. It should give everyone pause that this board had to make a very difficult . . . . decision that we made a mistake. That was a hard-swallow moment.

“It was our goal once we had made the decision and we thought this wasn’t going to work, to have as graceful an exit as possible. Joe took a different approach. What was also not expected was how personal all this became. As a board we are always prepared for a decision to be questioned, but not our integrity. From a personal standpoint as the chair it is my job to be the voice of the board . . . . my words are not mine alone . . . there should be no doubt that this was not my decision. This is not how a board works. Upon reflection . . . we thought it was going to be a quiet and respectful changing of the guard. We as a board and I as the chair need to accept some responsibility for what happened. Honestly I am sorry for the shock and confusion.” He concluded:

“I don’t know if I can now or ever be able to really talk about what happened. Joe’s management style was not in keeping with the collaborative and inclusive style we had hoped for . . . this was a slow-motion decision, it was not about a specific action or a moment in time. Confidence between a board and a CEO is essential. If that becomes lost, everything cannot work. We are trying desperately to be respectful of privacies, and there are some issues that have to and will always remain private. But it’s not bigger than meets the eye, this is purely a difference in beliefs about management style. And I don’t want to leave this on a negative note. The good news is that when it comes to health care nothing has changed — there is an amazing group of hospital employees working there every day, nothing has changed.

“What Joe came here to do was to continue what had already been a long journey for improvement. We all live and learn and we’ve done a lot of living and learning. This board is absolutely dedicated to doing the right thing. I hope at the end of the day that will be shown.”