Social entrepreneurship has garnered considerable attention from policymakers, academics, and practitioners seeking to solve social, cultural, and environmental challenges. While social entrepreneurial intention reflects an individual's willingness to engage in these activities, converting intentions into actualized, operational ventures remains a persistent challenge. Actualization involves opportunity recognition, resource mobilization, and executing business models capable of delivering simultaneous social and economic value. This research integrates the Theory of Planned Behavior (TPB) and the Entrepreneurial Event Model (EEM) to provide a nuanced understanding of the drivers, barriers, and strategies within the social enterprise pipeline. Using a mixed-methods design, data were gathered from MSME owners with Corporate Social Responsibility (CSR) projects and business graduates in Baguio City, Philippines. The quantitative findings indicate that while composite factors create a positive intention framework, an individual's explicit propensity to act serves as the primary statistically significant predictor of intention. Qualitatively, securing sustainable funding mechanisms emerges as both the fundamental baseline step and the primary operational barrier to venture survival.